Project Managemer Handbook Guidline

PROJECT MANAGER HANDBOOK
CONTENTS
INTRODUCTION ....................................................................................................................................... 3
1. FIVE-YEAR PROJECTS PORTFOLIO PLANNING .................................................................................. 4
2. INITIAL PLANNING STAGE ................................................................................................................ 8
3. TENDER FOR DESIGN STAGE .......................................................................................................... 17
4. DESIGN STAGE ............................................................................................................................... 20
5. TENDER FOR CONSTRUCTION STAGE ............................................................................................ 30
6. CONSTRUCTION STAGE ................................................................................................................. 34
7. TESTING & COMMISSIONING STAGE............................................................................................. 47
8. HANDING OVER AND CLOSEOUT STAGE ....................................................................................... 50
9. APPENDIX 1: SUMMARY OF PMM SECTIONS ................................................................................ 53
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INTRODUCTION
The Project Management Manual (PMM) is the detailed guide for managing NWC Capital Projects from
the inception and strategic planning up to handing over to operation & maintenance and closing out.
The PMM is structured according to project functions (knowledge areas). It contains 19 sections for
different project functions (knowledge areas). A summary of each Section’s processes and attachments
is provided in Appendix 1.
This handbook is developed to summarize and present the key processes, not all, of PMM in a simple,
easy and quick way. It is based on the project life cycle. Each stage of the life cycle is summarized and
connected to its processes, procedures, forms, templates and attachments with clear reference to the
main PMM and logical sequence.
The Main Stages of the Project Life Cycle as per the PMM are:
• Five years Projects Portfolio Planning
• Initial Planning Stage
• Tender for Design Stage
• Design Stage
• Tender for Construction Stage
• Construction Stage
• Testing and Commissioning stage
• Handing over and Closeout Stage
Each stage shall conclude with a Stage-Gate Process detailed in (Governance Section Page) which shall
allow the project to proceed to the next stage within the project life cycle.
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1. FIVE-YEAR PROJECTS PORTFOLIO PLANNING

The Five-Year Projects Portfolio Planning Stage is the first stage when the Portfolio of Projects is being
identified and prioritized. During this stage, the Five-Year Projects Portfolio Plan and Annual Plan for
projects are being prepared, screened, finalized and submitted for CSE and MOF review and approvals
to obtain the necessary funds for the portfolio of projects.
The Five Years Projects Portfolio Planning Stage includes the following steps:
1- Identify Capital Projects and Technical Services Objectives
2- Prepare and approve the list of projects to cover the infrastructure gap
3- Establish Initial Project Scope, identify and analyze potential site location options
4- Prepare Initial Cost Estimate (Class 5) and initial project schedule (Level 1)
5- Develop Cluster Initial Projects Portfolio
6- Perform project strategic and risk assessments
7- Assess project Cross-Sectoral Integration
8- Develop project Business Case
9- Prioritize projects
10- Develop Draft FYPPP and Submit for Review
11- Update FYPPP and Prepare Annual Capital Works Plan
12- Develop Final FYPPP and Annual Capital Works Plan and Submit to MOF for Approval
These steps are detailed in PMM within the Five-Year Projects Portfolio Planning, Risk, Procurement,
Governance, Schedule, Cost as described below.
Five Year - Projects Portfolio Planning Processes, Procedures and Forms

1.1. Identify Capital Projects and Technical Services Objectives
Page
Procedure Name Procedure No. Section Form/Guideline No.
No.
Identify Capital Projects Five-Year
and Technical Services PMM-004-FYP-010-010 Projects Portfolio 104 NA
Objectives Planning
1.2. Prepare and approve the list of projects to cover the infrastructure gap
Page
No.
Identify Infrastructure Five-Year
Gap and Prepare Local PMM-004-FYP-010-020 Projects Portfolio 105 NA
Master Plans Planning
4 of 52
Page
No.
Five-Year
Approve Cluster Local
PMM-004-FYP-020-090 Projects Portfolio 114 NA
Master Plan at Cluster
Planning
Five-Year
Approve Cluster Local
Master Plan at HQ
Planning
1.3. Establish Initial Project Scope, identify and analyze potential site location options
Page
No.
Establish Initial Project
Five-Year
Scope and Identify
PMM-004-FYP-010-040 Projects Portfolio 106 PMF-004-FYP-003
Potential Site Location
Planning
Options
Five-Year
Undertake Pre-Concept
Site Options Testing
Planning
1.4. Prepare Initial Cost Estimate (Class 5) and initial project schedule (level 1)
Page
No.
Five-Year
Prepare Initial Cost
PMM-004-FYP-020-020 Projects Portfolio 109 PMF-011-COS-005
Estimate (Class 5)
Planning
Five-Year
Prepare Initial Project
Schedule Level 1
Planning
1.5. Develop Cluster Initial Projects Portfolio
Page
No.
Five-Year
Develop Cluster Initial PMF-004-FYP-005
PMM-004-FYP-020-130 Projects Portfolio 117
Projects Portfolio PMF-004-FYP-010
Planning
1.6. Perform project strategic and risk assessments
Page
No.
Five-Year
Perform Project PMF-004-FYP-007
Strategic Assessment PMF-004-FYP-008
Planning
Five-Year
Perform Project Risk
Potential Assessment
Planning
5 of 52
Page
No.
Approve Project
Five-Year
Strategic Assessment
and Project Risk
Planning
Potential Assessment
1.7. Assess project Cross-Sectoral Integration
Page
No.
Five-Year
Assess Project Cross- PMF-004-FYP-013
Sectoral Integration PMF-004-FYP-016
Planning
Approve Project Cross- Five-Year
Sectoral Integration PMM-004-FYP-030-035 Projects Portfolio 127 NA
Assessment Planning
1.8. Develop project Business Case
Page
No.
Five-Year PMF-004-FYP-001
Develop Project
Business Case
Planning PMF-004-FYP-018
Approve Project
Business Case at Cluster
Approve Project
Business Case at HQ
1.9. Prioritize projects
Page
No.
Confirm Projects Five-Year
Suitable for Private PMM-004-FYP-030-060 Projects Portfolio 130 NA
Sector Participation Planning
Five-Year
Prepare Project PMF-004-FYP-010
Prioritization PMF-004-FYP-019
Planning
1.10. Develop Draft FYPPP and Submit for Review
Page
Process Name Process No. Section Form/Guideline No.
No.
Five-Year
Develop Draft FYPPP
PMM-004-FYP-040 Projects Portfolio 131 PMF-004-FYP-005
and Submit for Review
Planning
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1.11. Update FYPPP and Prepare Annual Capital Works Plan

Page
No.
Update FYPPP and Five-Year
Prepare Annual Capital PMM-004-FYP-050 Projects Portfolio 134 PMF-004-FYP-006
Works Plan Planning
1.12. Develop Final FYPPP and Annual Capital Works Plan and Submit to MOF for Approval
Page
No.
Develop Final FYPPP
and Annual Capital Five-Year
Works Plan and Submit PMM-004-FYP-060 Projects Portfolio 136 PMF-004-FYP-006
to MOF for Budget Planning
Approval
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2. INITIAL PLANNING STAGE

The Initial Planning Stage for any project starts after completing the five-year Projects Portfolio Plan
and getting the required approval from the Ministry of Finance. This Stage shall start according to the
project’s level 1 schedule which is developed by the Master Planning Consultant as an essential
requirement of the Five-Year Projects Portfolio Plan.
The Initial Planning Stage for each project includes the following steps:
1- Develop Project Charter
2- Appoint the Project Manager
3- Identify Project Team
4- Develop the Project Management Plan (PMP)
5- Update Project schedule (Level 1) which developed by the master planning Consultant
6- Develop Project Risk Management Plan Section
7- Identify Risks at Project Level
8- Qualitative and Quantitative Analysis at Project Level
9- Plan risk responses at Project Level
10- Implement and monitor risk responses at Project Level.
11- Develop and approve the 30% Design Package
12- Perform Environmental Impact Assessment when required
13- Develop Class 3 Cost Estimate for EPC Projects
14- Conduct Value Engineering Study (for EPC Projects)
15- Define procurement activities and schedule
These steps are detailed in PMM within the Integration, HR, Scope, Quality, Risk, Schedule, Cost,
Procurement, Communication and HSE Sections as described below.
Initial Planning Processes, Procedures and Forms:

2.1. Developing Project Charter
Page
No.
Develop the Project
PMM-007-INT-010 Integration 216 PMF-007-INT-014
Charter
2.2. Appoint the Project Manager
Page
No.
Assign NWC Project PMM-013-HUM-020-
HR 500 NA
Manager 010
8 of 52
2.3. Identify Project Team

Page
No.
Discuss and Identify
Suitable Staff for the
PMM-013-HUM-020-20 HR 501 NA
Project from the Cluster
Projects Team
Approve Suitability and
Assignment of PMM-013-HUM-020-30 HR 501 NA
Identified Staff
2.4. Develop the Project Management Plan including all knowledge areas (functions) and Initial
Planning documents
2.4.1. Plan Scope Management
Process/ Procedure Page
Process/Procedure No. Section Form/Guideline No.
Name No.
Develop the Scope
Management Plan
Section of the PMM-008-SCO-010-010 Scope 274 PMF-007-INT-001
Project Management
Plan
Approve the Scope
Management Plan PMF-007-INT-001
PMM-008-SCO-010-020 Scope 275
Section of Project PMF-014-COM-004
Management Plan
2.4.2. Plan Integration Management
Name No.
Develop the
Integration
Management Plan
PMM-007-INT-015-010 Integration 219 PMF-007-INT-001
Section of the
Project Management
Plan
Approve the
Integration
PMF-007-INT-001
Management Plan PMM-007-INT-015-020 Integration 219
PMF-014-COM-004
Section of Project
Management Plan
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2.4.3. Plan Quality Management

Name No.
Develop the Quality
Management Plan
PMM-012-QUA-010-
Section of the Quality 463 PMF-007-INT-001
010
Project Management
Plan
Approve the Quality
Management Plan PMM-012-QUA-010- PMF-007-INT-001
Quality 464
Section of Project 020 PMF-014-COM-004
Management Plan
2.4.4. Plan Project Human Resource Management
Name No.
Develop the Human
Resource
Management Plan PMM-013-HUM-010-
HR 495 PMF-007-INT-001
Section of the 010
Project Management
Plan
Approval of the Risk
Management Plan PMM-013-HUM-010- PMF-007-INT-001
HR 496
Section of Project 020 PMF-014-COM-004
Management Plan
2.4.5. Plan Risk Management at Project Level
Name No.
Develop the Risk
Management Plan
PMF-007-INT-001
Section of the PMM-015-RIS-020-010 Risk 584
PMF-015-RIS-022
Project Management
Plan
Approval of the Risk
PMM-015-RIS-020-020 Risk 585
Management Plan
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2.4.6. Plan Schedule Management

Name No.
Develop the
Schedule
Management Plan
PMM-010-SCH-010-015 Schedule 386 PMF-007-INT-001
Section of the
Project Management
Plan
Approve the
Schedule
PMF-007-INT-001
Management Plan PMM-010-SCH-010-020 Schedule 387
PMF-014-COM-004
Section of Project
Management Plan
2.4.7. Plan Cost Management
Name No.
Develop the Cost
Management Plan
Section of The PMM-011-COS-020-010 Cost 421 PMF-007-INT-001
Project Management
Plan
Approve the Cost
PMM-011-COS-020-020 Cost 422
Management Plan
2.4.8. Plan Procurement Management
Name No.
Develop the
Procurement PMF-007-INT-001
PMM-016-PRO-020-
Management Plan Procurement 623 PMF-016-PRO-001
010
Section in Project PMF-016-PRO-050
Management Plan
Approve the
Procurement Section PMM-016-PRO-020- PMF-007-INT-001
Procurement 623
in Project 020 PMF-014-COM-004
Management Plan
11 of 52
2.4.9. Plan Communication Management

Name No.
Develop the
Communications
Management Plan PMM-014-COM-010-
Communication 517 PMF-007-INT-001
Section of the 010
Project Management
Plan
Approve the
Communication
PMM-014-COM-010- PMF-007-INT-001
Management Plan Communication 517
020 PMF-014-COM-004
Section of Project
Management Plan
2.4.10. Plan HSE Management
Name No.
Develop the HSE
Management Plan
section of the PMM-017-HSE-010-010 HSE 682 PMF-007-INT-001
Project Management
Plan
Approve the HSE
Management Plan
PMF-007-INT-001
Section of the PMM-017-HSE-010-020 HSE 682
PMF-014-COM-004
Project Management
Plan
2.4.11. Plan Project Financial Management
Name No.
Develop the
Financial
Management Plan
PMM-018-FIN-005-010 Financial 717 PMF-007-INT-001
Section of the
Project Management
Plan
Approve the
Financial
PMM-018-FIN-005-020 Financial 717
Section of the PMF-014-COM-004
Project Management
Plan
12 of 52
2.4.12. Plan Project Claim Management

Name No.
Develop the Claim
Management Plan
Section of the PMM-019-CLA-005-010 Claim 733 PMF-007-INT-001
Project Management
Plan
Approve the Claim
PMM-019-CLA-005-020 Claim 733
Management Plan
2.4.13. Finalize the Project Management Plan and Initial Planning Documents
Name No.
Develop the Project
PMF-007-INT-016
Initial Planning
Documents,
PMF-015-RIS-016
Strategies and Plans
Develop the Project
Management Plan
Approve PMP and
Project Initial PMF-007-INT-001
PMM-007-INT-020-030 Integration 225
Planning Documents, PMF-007-INT-016
Strategies and Plans
2.5. Update Project schedule (level 1) which developed by the master planning Consultant
Page
No.
Update Project Level 1
PMM-010-SCH-015-010 Schedule 390 NA
Schedule
2.6. Develop Project Risk Management Plan Section
Page
No.
Develop Project Risk
Management Plan
Section in the Project PMM-015-RIS-020-040 Risk 586 NA
Design Management
Plan
13 of 52
2.7. Identify Risks at Project Level

Page
No.
Identify and Analyze
Objective, Issues,
PMM-015-RIS-030-010 Risk 589 NA
Constraints &
Assumptions
PMF-015-RIS-005
Stakeholder Mapping
PMM-015-RIS-030-020 Risk 590 PMF-015-RIS-007
and Positioning
PMF-015-RIS-016
PMF-015-RIS-001
Conduct Risk Workshop PMM-015-RIS-030-030 Risk 590
PMF-015-RIS-017
Identify Risks PMM-015-RIS-030-050 Risk 593 NA
2.8. Qualitative and Quantitative Analysis at Project Level

Page
No.
PMF-015-RIS-001
Qualitative Risk Analysis
PMM-015-RIS-040 Risk 595 PMF-015-RIS-014
at Project level
PMF-015-RIS-021
Quantitative Risk PMF-015-RIS-001
PMM-015-RIS-050 Risk 597
Analysis at Project level PMF-015-RIS-014
2.9. Plan risk responses at Project level
Page
No.
Plan Risk Responses at PMF-015-RIS-001
Project level PMF-015-RIS-020
Conduct Risk Response
According to the
PMM-015-RIS-070-020 Risk 603 NA
Approved Risk
Response Plan
2.10. Implement and monitor risk responses at Project Level.
Page
No.
Implement Risk
Responses at Project PMM-015-RIS-070 Risk 602 PMF-015-RIS-001
Level
Monitor Project Risks PMM-015-RIS-080-010 Risk 605 NA
Risk Review Through
Stage Gate Review PMM-015-RIS-080-020 Risk 606 NA
Process
14 of 52
Page
No.
Capture Lessons
PMF-007-INT-020
Learned for Future Risk PMM-015-RIS-080-040 Risk 607
PMF-007-INT-021
Management
2.11. Develop and approve the 30% Design Package
Page
No.
Pre-design T&C
PMM-008-SCO-055-010 Scope 300 PMF-008-SCO-041
Activities
Analyze Business Case
PMF-007-INT-001
and Update Project PMM-008-SCO-030-010 Scope 280
PMF-008-SCO-037
Requirements
Identify Possible Project
Design Options and
Create the Design Basis
Report
Develop the 30% Design PMF-008-SCO-038
Package for EPC PMM-008-SCO-030-023 Scope 282 PMF-008-SCO-039
Projects PMF-008-SCO-040
Approve the 30% PMF-008-SCO-038
Design Package for EPC PMM-008-SCO-030-026 Scope 283 PMF-008-SCO-039
Update the Scope
Management Plan PMF-008-SCO-037
PMM-008-SCO-030-030 Scope 283
Section of Project PMF-007-INT-001
Management Plan
2.12. Perform Environmental Impact Assessment when required
Page
No.
Perform Environmental
PMM-017-HSE-015-010 HSE 686 PMF-017-HSE-231
Impact Assessment
Obtain NCEC Approval
on Environmental PMM-017-HSE-015-020 HSE 687 NA
Impact Assessment
2.13. Develop Class 3 Cost Estimate for EPC Projects
Page
No.
Update Class 4 Cost
PMF-011-COS-001
Estimate for Design-Bid- PMM-011-COS-030-010 Cost 425
PMF-011-COS-002
Build Projects
15 of 52
Page
No.
Develop Class 3 Cost
PMF-011-COS-001
Estimate for EPC PMM-011-COS-030-020 Cost 426
PMF-011-COS-002
Projects
Update the “Primavera
PMM-011-COS-030-030 Cost 427 NA
P6” Database
2.14. Conduct Value Engineering Study (for EPC Projects)
Page
No.
PMF-009-VEN-001
PMF-009-VEN-003
PMF-009-VEN-004
PMF-009-VEN-005
Conduct Value Value
PMM-009-VEN-020 369 PMF-009-VEN-012
Engineering Study Engineering
PMF-009-VEN-013
PMF-009-VEN-016
PMF-009-VEN-017
PMF-009-VEN-018
2.15. Define procurement activities and schedule
Page
No.
Define the Procurement
Activities
Develop the
Procurement Schedule
16 of 52
3. TENDER FOR DESIGN STAGE

The Tender for Design Stage starts after fulfilling all the requirements for the Initial Planning Stage.
During this stage, the Design Consultant for the project is selected and awarded through NWC
procurement processes.
The Tender for Design Stage includes the following steps:
1- Transfer Risks to Design Consultant / Contractor Through the Tender Documents.
2- Ensure Schedule, Cost, quality, HSE, Communication, Integration, Scope, Human Resource,
Risk, Procurement, Financial, Claim requirements are included in tender documentation and
technical evaluation.
3- Update Level 1 Design Schedule and Include it in Tender for Design Documents and Evaluation
4- Prepare and approve RFP and PR for Design Tender
5- Select and approve a bidder
6- Update and monitor procurement schedule and progress
These steps are detailed in PMM within the Risk, Schedule, Cost, Quality, Communication, HSE and
Procurement Sections as described below.
Tender for Design Processes, Procedures and Forms:

3.1. Transfer Risks to Design Consultant / Contractor Through the Tender Documents
Page
No.
Transfer Risks to Design
Consultant / Contractor
Through the Tender
Documents
3.2. Ensure schedule, cost, quality, HSE and communication requirements are included in tender
documentation and technical evaluation.
Page
No.
Include Scheduling
Requirements and
Technical Evaluation in PMM-010-SCH-020-030 Schedule 394 NA
the Design/Construction
Tender Documents
Ensure Cost
Requirements and
Technical Evaluation are PMM-011-COS-035-010 Cost 428 NA
Included in the Design
Tender Documents
17 of 52
Page
No.
Ensure Quality
Requirements and
PMM-012-QUA-010-
Technical Evaluation are Quality 465 NA
030
Tender Documents
Ensure Communication
Requirements and
PMM-014-COM-010-
Technical Evaluation are Communication 418 NA
030
Tender Documents
Ensure HSE
Requirements and
Technical Evaluation are PMM-017-HSE-010-040 HSE 684 NA
Tender Documents
Ensure Integration
Requirements and
Technical Evaluation are PMM-007-INT-015-030 Integration 220 NA
Tender Documents
Ensure Scope
Requirements and
Technical Evaluation are PMM-008-SCO-010-030 Scope 275 PMF-007-INT-001
Tender Documents
Ensure Human
Resource Requirements
and Technical PMM-013-HUM-010-
Human Resource 496 PMF-007-INT-001
Evaluation are Included 030
in the Design Tender
Documents
Ensure Risk
Requirements and
Technical Evaluation are PMM-015-RIS-020-030 Risk 585 PMF-007-INT-001
Tender Documents
Ensure Procurement
Requirements and
PMM-016-PRO-020-
Technical Evaluation are Procurement 624 PMF-007-INT-001
030
Tender Documents
18 of 52
Page
No.
Ensure Financial
Requirements and
Financial
Technical Evaluation are PMM-018-FIN-005-030 718 PMF-007-INT-001
Requirements
Tender Documents
Ensure Claim
Requirements and
Technical Evaluation are PMM-019-CLA-005-030 Claim 734 PMF-007-INT-001
Tender Documents
3.3. Update Level 1 Design Schedule and Include it in Tender for Design Documents and
Evaluation
Page
No.
Update Level 1 Design
Schedule and Include it
in Tender for Design PMM-010-SCH-030-010 Schedule 398 NA
Documents and
Evaluation
3.4. Prepare and approve RFP and PR for Design Tender
Page
No.
Prepare Tender PMF-016-PRO-008
PMM-016-PRO-030 Procurement 627
Documents PMF-016-PRO-039
3.5. Select and approve a bidder
Page
No.
Select a bidder PMM-016-PRO-040 Procurement 634 PMF-016-PRO-012
3.6. Update and monitor procurement schedule and progress

Page
No.
Update the
Procurement Schedule PMM-010-SCH-020-040 Schedule 395 NA
with Actual Progress
Check the Actual
Procurement Progress
Versus Planned
Progress
19 of 52
4. DESIGN STAGE
The Design Stage starts after fulfilling all the requirements for the Tender for Design Stage and after
the Design Consultant contract award. During this stage, the detailed design for the project is prepared,
reviewed and approved including a Value Engineering study if applicable to the project.
The Design Stage includes the following steps:
1- Develop Design Management Plan
2- Develop and Approve the Design Management Plan
3- Develop and approve level 3 design schedule
4- Identify risks at Project Level
7- Implement and monitor risk responses at project level.
8- Develop and approve the 30% Design Package for Design-Bid-Build Projects
9- Develop Class 3 cost estimate at 30 % design Package
10- Perform Value Engineering Study
11- Develop the and approve the Design Submittals in Design & Build Projects
13- Develop Class 2 Cost Estimate within 90% Design Package
15- Design Performance Directing, monitoring, controlling and reporting.
16- Issue, receive, distribute correspondences, submittals, queries and NCRs
17- Carry out internal design reviews by design consultant
18- Review the Design packages
19- Review, Approve Design Consultant Invoice
20- Implementation of Value Engineering recommendations
21- Control Design Variations and Claims
22- Define and implement Corrective and Preventive Actions for Design Quality & HSE
observations and Non-Conformities.
23- Review and ensure Design Completion
These steps are detailed in PMM within the Integration, Cost, Quality, Communication, HSE, Schedule,
Risk, Procurement, Claim, Scope and Value Engineering Sections as described below.
20 of 52
Design Processes, Procedures and Forms:

4.1. Develop Design Management Plan
Page
No.
Develop Design
Management Plan
Develop Project Cost
Management Plan
Section in the Project PMM-011-COS-020-040 Cost 423 PMF-007-INT-002
Design Management
Plan
Develop the Project
Design Quality PMM-012-QUA-010-
Quality 465 PMF-007-INT-002
Management Plan 040
Section
Develop the HSE
Management Plan
PMM-017-HSE-010-050 HSE 684 PMF-007-INT-002
Section of the Design
Management Plan
Develop Project
Communication
Management Plan PMM-014-COM-010-
Communication 518 PMF-007-INT-002
Section in the Project 040
Design Management
Plan
Develop Project Risk
Management Plan
Section in the Project PMM-015-RIS-020-040 Risk 586 PMF-007-INT-002
Design Management
Plan
Develop Project
Procurement
Management Plan PMM-016-PRO-020- NA PMF-007-INT-
Procurement 624
Section in the Project 040 002
Design Management
Plan
Develop Project
Financial Management
Plan Section in the PMM-018-FIN-005-040 Financial 718 PMF-007-INT-002
Project Design
Management Plan
21 of 52
Page
No.
Develop Project Claim
Management Plan
Section in the Project PMM-019-CLA-005-040 Claim 734 PMF-007-INT-002
Design Management
Plan
4.2. Develop and approve the Design Management Plan
Page
No.
Develop Design
Management Plan
Approve the Design PMF-007-INT-003
Management Plan PMF-014-COM-004
4.3. Develop and approve level 3 Design schedule
Page
No.
Develop and Submit
Level 3 Design Schedule
Approve Level 3 Design
PMM-010-SCH-030-030 Schedule 399 PMF-010-SCH-013
Schedule at Cluster
Approve Level 3 Design
Schedule at HQ
Upload Level 3 Design
Schedule to ENJAZ PMM-010-SCH-030-036 Schedule 400 NA
System
4.4. Identify risks at Project Level
Page
No.
Objective, Issues,
PMM-015-RIS-030-010 Risk 589 NA
Constraints &
Assumptions
PMF-015-RIS-005
PMF-015-RIS-007
Stakeholder Mapping
and Positioning
PMF-015-RIS-016
PMF-015-RIS-019
PMF-015-RIS-001
PMF-015-RIS-004
PMF-015-RIS-011
PMF-015-RIS-017
22 of 52
Page
No.

Page
No.
PMF-015-RIS-001
at Project Level
PMF-015-RIS-021
Analysis at Project Level PMF-015-RIS-014
4.6. Plan risk responses at Project Level
Page
No.
Project Level PMF-015-RIS-020
Page
No.
Implement Risk
Level
Monitor Project Risks at PMF-007-INT-020
Project Level PMF-007-INT-021
4.8. Develop and approve the 30% Design Package for Design-Bid-Build Projects
Page
No.
PMF-008-SCO-037
Develop the 30% Design
PMF-008-SCO-038
Package for Design-Bid- PMM-008-SCO-030-035 Scope 284
PMF-008-SCO-039
Build Projects
PMF-008-SCO-040
Design Package for PMF-008-SCO-038
PMM-008-SCO-030-040 Scope 285
Design-Bid-Build PMF-008-SCO-039
4.9. Develop Class 3 cost estimate at 30 % design Package
Page
No.
Develop a Class 3 Cost
PMF-011-COS-001
Estimate at 30% Design PMM-011-COS-040-020 Cost 432
PMF-011-COS-002
Package
23 of 52
Page
No.
Approve Class 3 Cost PMF-011-COS-001
PMM-011-COS-040-025 Cost 433
Estimate PMF-011-COS-002
4.10. Perform Value Engineering Study
Page
No.
PMF-009-VEN-005
Plan and Prepare for PMF-009-VEN-007
Value
Value Engineering PMM-009-VEN-010 365 PMF-009-VEN-008
Engineering
Study PMF-009-VEN-014
PMF-009-VEN-015
PMF-009-VEN-001
PMF-009-VEN-003
PMF-009-VEN-004
Conduct Value Value PMF-009-VEN-005
PMM-009-VEN-020 370
Engineering Study Engineering PMF-009-VEN-012
PMF-009-VEN-016
PMF-009-VEN-017
PMF-009-VEN-018
4.11. Develop and approve the Design Submittals in Design & Build Projects
Page
No.
PMF-008-SCO-037
Develop the Design
PMF-008-SCO-038
Submittals in Design & PMM-008-SCO-030-043 Scope 286
PMF-008-SCO-039
Build Projects
PMF-008-SCO-040
PMF-008-SCO-037
Approve the Design
PMF-008-SCO-038
Submittals in Design & PMM-008-SCO-030-046 Scope 287
PMF-008-SCO-039
Build Projects
PMF-008-SCO-040
Process/Procedure Page
Name No.
PMF-008-SCO-037
Develop the 90% PMF-008-SCO-038
PMM-008-SCO-030-048 Scope 288
Design Package PMF-008-SCO-039
PMF-008-SCO-040
PMF-008-SCO-037
PMM-008-SCO-030-050 Scope 289
PMF-008-SCO-040
24 of 52
4.13. Develop Class 2 Cost Estimate within 90% Design Package

Page
No.
Develop Class 2 Cost
PMF-011-COS-001
Estimate within 90% PMM-011-COS-040-030 Cost 434
PMF-011-COS-002
Design Package
PMF-011-COS-001
Approve Class 2 Cost
PMM-011-COS-040-035 Cost 434 PMF-011-COS-002
Estimate

Name No.
PMF-008-SCO-037
Develop the 100% PMF-008-SCO-038
PMM-008-SCO-030-065 Scope 291
PMF-008-SCO-040
PMF-008-SCO-037
PMM-008-SCO-030-070 Scope 292
PMF-008-SCO-040
4.15. Design Performance Directing, monitoring, controlling and reporting.
Name No.
Direct and Manage
PMM-007-INT-030 Integration 240 NA
Project Execution
Monitor and Control
Project Work
Update the Approved
Level 3 Design
Schedule with Actual
Progress
Check the Actual
Design Progress Versus PMM-010-SCH-030-050 Schedule 401 NA
Planned Progress
Approve the Recovery
Schedule
Address Quality-
Related Issues in
Technical Reviews and PMM-012-QUA-030-020 Quality 478 NA
Regular Design
Progress Meetings
25 of 52
Name No.
PMF-014-COM-017
PMF-014-COM-018
Perform Design PMF-014-COM-021
PMM-014-COM-120 Communication 558
Performance Reporting PMF-014-COM-022
PMF-014-COM-023
PMF-014-COM-024
Consultant /
PMF-010-SCH-003
Contractor
PMM-016-PRO-070-010 Procurement 643 PMF-014-COM-017
Performance Review
PMF-014-COM-018
and Reporting
Address HSE-Related
Issues in Technical
Reviews and Regular PMM-017-HSE-030-020 HSE 700 NA
Design Progress
Meetings
T&C Activities at
Design Stage
Update the Project
Scope Statement in the
PMM-008-SCO-030-080 Scope 292 NA
Project Management
Plan
4.16. Issue, receive, distribute correspondences, submittals, queries and NCRs
Name No.
Distribute Confidential
Correspondence from
PMM-014-COM-020 Communication 520 PMF-014-COM-046
Consultant/Contractor
to NWC
Distribute Confidential
Correspondence from
NWC to
Consultant/Contractor
Distribute Non-
Confidential
Correspondence from
Consultant to NWC
Distribute Non-
Confidential
Correspondence from
NWC to Consultant
26 of 52
Name No.
PMF-014-COM-005
PMF-014-COM-006
Distribute Submittals
for Approval
PMF-014-COM-012
PMF-014-COM-046
Distribute Non- PMF-014-COM-013
Conformance Report PMM-014-COM-100 Communication 546 PMF-014-COM-042
(NCR) PMF-014-COM-046
Distribute Request for PMF-014-COM-014
Information (RFI) PMF-014-COM-046
4.17. Carry out internal design reviews by design consultant
Page
No.
Carry Out the Quality-
Related Internal Design PMM-012-QUA-020-010 Quality 469 NA
Reviews
Review the Quality-
Related Internal Design PMM-012-QUA-020-020 Quality 470 NA
Review Report
4.18. Review the Design Packages
Page
No.
Review the Compliance
of Design Packages to
PMM-012-QUA-030-010 Quality 477 PMF-012-QUA-006
Design Quality
Requirements
Carry Out and Submit
the Scheduled HSE- PMM-017-HSE-020-010 HSE 689 NA
Related Design Study
Approve the HSE-
Related Design Study PMM-017-HSE-020-020 HSE 690 NA
Documentation
Review the HSE
Aspects in Submitted
PMM-017-HSE-030-010 HSE 700 PMF-008-SCO-002
Design Review
Packages
Review
PMM-019-CLA-020-010 Claim 740 PMF-019-CLA-002
Constructability
27 of 52
4.19. Review, Approve Design Consultant Invoice

Page
No.
Approve Design
PMM-011-COS-040-010 Cost 430 NA
Consultant Invoice
Manage Payments
PMM-016-PRO-070-020 Procurement 644 NA
System
4.20. Implementation of Value Engineering recommendations
Page
No.
Implement Value
Engineering Study Value
PMM-009-VEN-030 374 NA
Approved Engineering
Recommendations
4.21. Control Design Variations and Claims
4.21.1. Variations
Name No.
PMM-007-INT-010
Control Scope PMM-008-SCO-050 Scope 294
PMM-007-INT-060
Perform Cost
Impact Analysis in
PMM-011-COS-040-050 Cost 436 NA
Case of Design
Variation Request
PMF-007-INT-008
PMF-007-INT-010
PMF-007-INT-013
PMF-007-INT-017
Variation Control PMM-007-INT-060 Integration 248
PMF-007-INT-022
PMF-007-INT-026
PMF-007-INT-027
PMF-007-INT-044
Update Section(s)
of the Design
Management Plan PMM-007-INT-020-070 Integration 227 PMF-007-INT-002
Based on Approved
Variation
28 of 52
4.21.2. Claim
Name No.
Identify Potential
Claims by
PMM-019-CLA-010 Claim 736 NA
Reviewing Contract
Documentation
Assess and Quantify
PMM-019-CLA-030 Claim 741 PMF-007-INT-010
Claim
4.22. Define and implement Corrective and Preventive Actions for Design Quality & HSE
Page
No.
Carry Out Root Cause
Analysis for Design PMM-012-QUA-030-030 Quality 479 PMF-012-QUA-006
Quality Observations
Define Design
PMF-012-QUA-006
Corrective and PMM-012-QUA-030-040 Quality 379
PMF-014-COM-013
Preventive Actions
Analysis for Design
Related HSE
Observations
Define Design Related
PMF-017-HSE-012
Corrective and PMM-017-HSE-030-040 HSE 701
PMF-014-COM-013
Preventive Actions
4.23. Review and ensure Design Completion
Page
No.
Review
Implementation of the
Value Engineering
Value
Study PMM-009-VEN-040-010 375 NA
Engineering
Recommendations
through the next
Design Review
Ensure Relevant
External Stakeholders PMF-008-SCO-037
PMM-008-SCO-030-060 Scope 290
Approvals on the PMF-015-RIS-018
Project Scope
29 of 52
5. TENDER FOR CONSTRUCTION STAGE

The Tender for Construction Stage starts after fulfilling all the requirements for the Design Stage.
During this stage, the Contractor for the project is selected and awarded through NWC procurement
processes.
The Tender for Construction Stage includes the following steps:
1- Transfer Risks to Design Consultant / Contractor Through the Tender Documents
2- Ensure schedule, cost, quality, HSE, communication, Integration, Scope, Human Resource,
Risk, Procurement, Financial, Claim requirements are included in tender documentation and
technical evaluation
3- Update Project Construction level 1 schedule and include it in tender documents and
Evaluation
4- Prepare and approve Pre-tender cost estimate, RFP and PR for Construction Tender
5- Select and approve a bidder
6- Update and monitor procurement schedule and progress
These steps are detailed in PMM within the Risk, Schedule, Cost, Quality, Communication, HSE and
Procurement Sections as described below.
Tender for Construction Processes, Procedures and Forms:

5.1. Transfer Risks to Design Consultant / Contractor Through the Tender Documents
Page
No.
Transfer Risks to
Design Consultant /
Contractor Through
the Tender Documents
5.2. Ensure schedule, cost, quality, HSE and communication requirements are included in tender
documentation and technical evaluation.
Page
No.
Include Scheduling
Requirements and
Technical Evaluation in
the
Design/Construction
Tender Documents
30 of 52
Page
No.
Ensure Quality
Requirements and
Technical Evaluation
PMM-012-QUA-010-060 Quality 466 NA
are Included in the
Construction Tender
Documents
Ensure Communication
Requirements and
PMM-014-COM-010-050 Communication 519 NA
are Included in the
Construction Tender
Documents
Ensure HSE
Requirements and
PMM-017-HSE-010-050 HSE 684 NA
are Included in the
Construction Tender
Documents
Ensure Integration
Requirements and
PMM-007-INT-015-050 Integration 221 NA
are Included in the
Construction Tender
Documents
Ensure Scope
Requirements and
are Included in the
Construction Tender
Documents
Ensure Cost
Requirements and
PMM-011-COS-020-050 Cost 423 NA
are Included in the
Construction Tender
Documents
Ensure Human
Resource
Requirements and
PMM-013-HUM-010-
Technical Evaluation Human Resource 497 NA
050
are Included in the
Construction Tender
Documents
31 of 52
Page
No.
Ensure Risk
Requirements and
PMM-015-RIS-020-050 Risk 586 NA
are Included in the
Construction Tender
Documents
Ensure Procurement
Requirements and
PMM-016-PRO-020-050 Procurement 625 NA
are Included in the
Construction Tender
Documents
Ensure Financial
Requirements and
PMM-018-FIN-005-050 Financial 719 NA
are Included in the
Construction Tender
Documents
Ensure Claim
Requirements and
PMM-019-CLA-005-050 Claim 735 NA
are Included in the
Construction Tender
Documents
T&C Activities During
Tender for PMM-008-SCO-055-030 Scope 302 PMF-008-SCO-041
Construction Stage
5.3. Update Project Construction level 1 schedule and include it in tender documents and
Evaluation
Page
No.
Update level 1
Construction Schedule
and Include it in
Tender for PMM-010-SCH-040-010 Schedule 404 NA
Construction
Documents and
Evaluation
32 of 52
5.4. Prepare and approve Pre-tender cost estimate, RFP and PR for Construction Tender
Page
No.
Collect Tender Cost
Estimate (Class 2 /
PMF-011-COS-001
Class 3) from Design PMM-011-COS-050-010 Cost 438
PMF-011-COS-002
Package and Include in
RFP
Prepare Tender
PMM-016-PRO-030 Procurement 627 NA
Documents
5.5. Select and approve a bidder
Page
No.
Select a bidder PMM-016-PRO-040 Procurement 634 NA
5.6. Update and monitor procurement schedule and progress

Page
No.
Update the
Procurement Schedule PMM-010-SCH-020-040 Procurement 395 PMF-016-PRO-006
with Actual Progress
Check the Actual
Procurement Progress
PMM-010-SCH-020-050 Procurement 396 PMF-016-PRO-006
Versus Planned
Progress
33 of 52
6. CONSTRUCTION STAGE
The Construction Stage starts after fulfilling all the requirements for the Tender for Construction Stage
and after contract award for the Construction Contractor. This Stage starts with the project site
handover and concludes with the initial acceptance and handover of the project deliverables to the
operation and maintenance department. During this stage, the deliverables of the project are being
constructed, inspected, verified and approved.
The Construction Stage includes the following steps:
1- Handing over the project site to the contractor
2- Conduct Kick-off meeting
3- Develop and approving Construction level 3 schedule
4- Develop and approve Project Construction Management Plan and early submissions
5- Develop and submit of first revised BOQ based on contractor review and surveys
9- Implement and monitor risk responses scheduled at Project Level
10- Prepare, submit, review, and approve method statements, ITPs, risk assessments, permit to
work, T&C Preparatory Works and Documentations
11- Construction Performance Directing, monitoring, controlling, and reporting.
12- Issue, receive, distribute correspondences, submittals, queries, and NCRs
13- Calculate actual value improvement results and update database
14- Review, approve and process interim payment applications
15- Control Construction Variations and Claims and Budget and Cashflow
16- Define and implement Corrective and Preventive Actions for Construction Quality & HSE
17- Project Suspension (Special Case)
18- Project withdrawal (Special Case)
These steps are detailed in PMM within the Integration, Cost, Quality, Communication, HSE, Schedule,
Risk, Procurement, HR, Claim, Scope and Value Engineering Sections as described below.
34 of 52
Construction Processes, Procedures and Forms:

6.1. Hand over the project site to the contractor
Page
No.
PMF-007-INT-028
PMF-007-INT-029
PMF-007-INT-030
PMF-007-INT-031
Handover the Project
PMM-007-INT-023 Integration 230 PMF-007-INT-032
Site to Contractor
PMF-007-INT-038
PMF-007-INT-039
PMF-007-INT-040
PMF-007-INT-041
6.2. Conduct Kick-off meeting
Page
No.
Conduct Project Kick PMF-007-INT-033
PMM-007-INT-026 Integration 239
Off Meeting PMF-007-INT-034
6.3. Develop and approving Construction level 3 schedule
Page
No.
Create the Work
Breakdown Structure PMM-008-SCO-040 Scope 293 NA
(WBS)
Develop and Submit PMF-010-SCH-003
Level 3 Construction PMM-010-SCH-040-020 Schedule 405 PMF-016-PRO-025
Schedule PMF-016-PRO-027
Approve level 3
PMF-010-SCH-010
Construction Schedule PMM-010-SCH-040-030 Schedule 406
PMF-010-SCH-004
at Cluster
Approve Level 3
Construction Schedule PMM-010-SCH-040-033 Schedule 407 PMF-010-SCH-004
at HQ
Upload Level 3
Construction Schedule PMM-010-SCH-040-036 Schedule 407 NA
to ENJAZ System
35 of 52
6.4. Develop and approve Project Construction Management Plan and early submissions
Page
No.
Develop the
Construction Scope
Management Plan
Section
Develop the
Construction Schedule
Management Plan
Section
Develop the
Construction Cost
PMM-011-COS-020-060 Cost 424 NA
Management Plan
Section
Develop the
Construction
Integration PMM-007-INT-015-060 Integration 221 NA
Management Plan
Section
Develop the
Construction Human
Resource PMM-013-HUM-010-060 HR 498 NA
Management Plan
Section
Develop the
Construction
Communication PMM-014-COM-010-060 Communication 519 NA
Management Plan
Section
Develop the
Construction Risk
PMM-015-RIS-020-060 Risk 587 NA
Management Plan
Section
Develop the
Construction
Procurement PMM-016-PRO-020-060 Procurement 625 NA
Management Plan
Section
Develop the
Construction Quality PMM-012-QUA-010-080 Quality 467 PMF-012-QUA-121
Management Plan
Develop the
Construction HSE
Management Plan
Section
36 of 52
Page
No.
Develop the
Construction Financial
PMM-018-FIN-005-060 Financial 719 NA
Management Plan
Section
Develop the
Construction Claim
PMM-019-CLA-005-060 Claim 735 NA
Management Plan
Section
Submit Construction
and Early Deliverables
Approve the
Construction PMM-007-INT-020-090 Integration 229 PMF-007-INT-004
Management Plan
6.5. Develop and submit of first revised BOQ based on contractor review and surveys
Page
No.
Develop and Submit
PMM-011-COS-060-010 Cost 441 PMF-011-COS-026
Revised BOQ
Approve Revised BOQ
Submitted by PMM-011-COS-060-020 Cost 442 PMF-011-COS-029
Contractor at Cluster
Approve Revised BOQ
Submitted by PMM-011-COS-060-030 Cost 443 PMF-011-COS-029
Contractor at HQ
Page
No.
Objective, Issues,
PMM-015-RIS-030-010 Risk 589 NA
Constraints &
Assumptions
PMF-015-RIS-005
Stakeholder Mapping PMF-015-RIS-007
PMM-015-RIS-030-020 Risk 590
and Positioning PMF-015-RIS-016
PMF-015-RIS-019
PMF-015-RIS-001
Conduct Risk PMF-015-RIS-004
PMM-015-RIS-030-030 Risk 590
Workshop PMF-015-RIS-011
PMF-015-RIS-017
37 of 52

Page
No.
Qualitative Risk PMF-015-RIS-001
Analysis at Project PMM-015-RIS-040 Risk 595 PMF-015-RIS-014
Level PMF-015-RIS-021
Quantitative Risk
PMF-015-RIS-001
Analysis at Project PMM-015-RIS-050 Risk 597
PMF-015-RIS-014
Level
Page
No.
Plan Risk Responses PMF-015-RIS-001
at Project Level PMF-015-RIS-020
Page
No.
Implement Risk
Level
Risk Review Through
Process
Capture Lessons
PMF-007-INT-020
Learned for Future PMM-015-RIS-080-040 Risk 607
PMF-007-INT-021
Risk Management
6.10. Prepare, submit, review, and approve method statements, ITPs, risk assessments, permit
to work, T&C preparatory works and documentations.
6.10.1. Quality
Page
No.
Develop and
Submit the PMM-012-QUA-020-030 Quality 471 PMF-012-QUA-004
Method Statement
Approve the
Submitted Method PMM-012-QUA-020-040 Quality 471 PMF-012-QUA-004
Statement
38 of 52
Page
No.
PMF-012-QUA-007
PMF-012-QUA-071
Develop and
PMF-012-QUA-061
Submit the
PMM-012-QUA-020-050 Quality 472 PMF-012-QUA-051
Inspection and
PMF-012-QUA-081
Testing Plan (ITP)
PMF-012-QUA-021
PMF-012-QUA-031
Approve the
PMM-012-QUA-020-060 Quality 473 Same as above
Submitted ITP
6.10.2. HSE
Page
No.
Carry out an HSE
PMF-017-HSE-006
Risk Assessment PMM-017-HSE-020-030 HSE 691
PMF-017-HSE-007
for PTW
Approve the
Submitted HSE PMM-017-HSE-020-040 HSE 691 PMF-017-HSE-006
Risk Assessment
Draft and Submit
a Permit-to-Work
for an PMM-017-HSE-020-050 HSE 692 PMF-017-HSE-005
Area/Section of
the Project
Approve the
Submitted PTW PMM-017-HSE-020-060 HSE 694 PMF-017-HSE-005
Request
6.10.3. T&C
Page
No.
T&C Preparatory
Works and
Preparation of T&C
Documentations
Supervision and
Approval of
Preparatory Works PMM-008-SCO-055-050 Scope 304 PMF-008-SCO-041
and
Documentations
39 of 52
6.11. Construction Performance Directing, monitoring, controlling, and reporting.

6.11.1. General
Page
No.
Direct and Manage
Project Execution
Monitor and Control
Project Work
6.11.2. Schedule
Page
No.
Update the
Construction
Schedule with Actual PMF-010-SCH-005
PMM-010-SCH-040-050 Schedule 408
Progress and Submit PMF-010-SCH-003
Look-Ahead
Schedules
Check the Actual
Construction
Progress Versus
Planned Progress
Approve Recovery
Schedule and Delay
Analysis Submitted
by Contractor
6.11.3. Quality
Page
No.
Supervise
Implementation of PMM-012-QUA-030-
Quality 480 PMF-012-QUA-118
Approved Method 050
Statements by ITPs
PMF-012-QUA-005
Carryout Inspections PMM-016-PRO-070-
Procurement 645 PMF-012-QUA-012
and Audits 030
PMF-012-QUA-013
Carry out Quality
Periodic Inspections, PMM-012-QUA-020-
Quality 474 PMF-012-QUA-005
Surveillances and 070
Audits
Address Quality-
Related Issues in PMM-012-QUA-030-
Quality 483 NA
Regular Site 080
Meetings
40 of 52
6.11.4. HSE
Page
No.
Supervise the
Implementation of
PMM-017-HSE-030-050 HSE 702 PMF-012-QUA-004
Documented HSE
Mitigation Actions
Carry out HSE PMF-017-HSE-011
Inspections and PMF-017-HSE-012
PMM-017-HSE-020-070 HSE 695
Audits Recommend PMF-014-COM-013
Penalties PMF-017-HSE-015
Address HSE-Related
Issues in Regular Site PMM-017-HSE-030-080 HSE 704 NA
Meetings
Request Closure of
the PTW
Agree Closure of the
PTW
6.11.5. Communication
Name No.
PMF-014-COM-018
PMF-011-COS-019
PMF-011-COS-020
PMF-014-COM-021
PMF-014-COM-022
Perform PMF-014-COM-023
Construction PMF-014-COM-024
Performance PMF-014-COM-047
Reporting PMF-014-COM-049
PMF-014-COM-050
PMF-014-COM-051
PMF-014-COM-056
PMF-012-QUA-114
PMF-017-HSE-014
Design Consultant /
Contractor PMM-016-PRO-070- PMF-010-SCH-003
Procurement 643
Performance Review 010 PMF-014-COM-018
and Reporting
6.11.6. HR
Page
No.
Manage the Project
PMM-013-HUM-040 HR 507 NA
Team
41 of 52
6.11.7. T&C
Page
No.
Ensuring the Pass of
Construction Tests
6.12. Issue, receive, distribute correspondences, submittals, queries, and NCRs
6.12.1. Communication
Name No.
Distribute
Confidential
Correspondence
from
Consultant/Contract
or to NWC
Distribute
Confidential
Correspondence
from NWC to
Consultant/Contract
or
Distribute Non-
Confidential
Correspondence PMM-014-COM-050 Communication 530 PMF-014-COM-046
from Contractor to
NWC
Distribute Non-
Confidential
Correspondence PMM-014-COM-070 Communication 536 PMF-014-COM-046
from NWC to
Contractor
Distribute Non-
Confidential
Correspondence
from Supervising
Consultant to
Contractor
PMF-014-COM-005
PMF-014-COM-006
PMF-014-COM-009
Distribute Submittals
for Approval
PMF-014-COM-043
PMF-014-COM-044
PMF-014-COM-046
42 of 52

Name No.
PMF-014-COM-013
Distribute Non-
PMF-006-GOV-034
Conformance Report PMM-014-COM-100 Communication 546
PMF-014-COM-042
(NCR)
PMF-014-COM-046
Distribute Request PMF-014-COM-014
for Information (RFI) PMF-014-COM-046
6.12.2. Claim
Page
No.
PMF-014-COM-005
Timely Respond to
PMM-019-CLA-020-020 Claim 741 PMF-014-COM-009
Approval Requests
PMF-014-COM-043
Timely Respond to
Requests for PMM-019-CLA-020-030 Claim 741 PMF-014-COM-014
Information
6.13. Calculate actual value improvement results and update database
Page
No.
Monitor and Calculate
Actual Value PMM-009-VEN-040- Value 376 NA
Improvement 030 Engineering
Results/Cost Savings
Update and Publish the
PMM-009-VEN-040- Value
Value Engineering 377 NA
040 Engineering
Database
6.14. Review, approve and process Current Invoices payment applications
Page
No.
Approve Contractor PMF-011-COS-021
PMM-011-COS-070-020 Cost 448
Invoices PMF-009-COS-024
Manage Payments PMM-016-PRO-070-
Procurement 644 NA
System 020
6.15. Control Construction Variations and Claims and Budget and Cashflow
6.15.1. Variations
Name No.
Control Scope PMM-008-SCO-050 Scope 294 NA
43 of 52

Name No.
Perform Cost Impact
Analysis in Case of PMF-011-COS-001
PMM-011-COS-060-050 Cost 444
Construction PMF-011-COS-002
Variation Request
PMF-007-INT-008
PMF-007-INT-010
PMF-007-INT-013
PMF-007-INT-017
Variation Control PMM-007-INT-060 Integration 248
PMF-007-INT-022
PMF-007-INT-026
PMF-007-INT-027
PMF-007-INT-044
Update section(s) of
the Construction
Based on Approved
Variations
Update the BOQ
Based on Approved PMM-011-COS-060-070 Cost 445 NA
Variations Requests
6.15.2. Claim
Name No.
Identify Potential
Claims by Reviewing
PMM-019-CLA-010 Claim 736 NA
Contract
Documentation
Assess and Quantify
PMM-019-CLA-030 Claim 741 PMF-007-INT-010
Claim
Review Revised
Construction
PMF-010-SCH-004
Schedule in Case of PMM-010-SCH-040-080 Schedule 410
PMF-010-SCH-010
Time Extension
Variations Requests
6.15.3. Budget and Cashflow
Name No.
Monitor and Control
PMM-011-COS-080 Cost 453 NA
Budget and Cashflow
44 of 52
6.16. Define and implement Corrective and Preventive Actions for Construction Quality & HSE
Page
No.
Analysis for
PMM-012-QUA-030-
Construction Quality Quality 483 NA
070
Observations and Non-
Conformities
Define Construction
PMM-012-QUA-030- PMF-012-QUA-006
Corrective and Quality 484
090 PMF-014-COM-013
Preventive Actions
Analysis for
Construction Related
HSE Observations
Investigate Reported PMF-017-HSE-009
PMM-017-HSE-030-090 HSE 705
Incidents and Accidents PMF-017-HSE-010
Define Construction
PMF-017-HSE-012
HSE-Related Corrective PMM-017-HSE-030-100 HSE 705
PMF-014-COM-013
and Preventive Actions
6.17. Project Suspension (Special Case)
Page
No.
PMF-016-PRO-007
PMF-016-PRO-009
PMF-016-PRO-022
PMF-016-PRO-026
Suspend and Resume
PMM-016-PRO-080 Procurement 646 PMF-016-PRO-034
Project
PMF-016-PRO-042
PMF-016-PRO-044
PMF-016-PRO-045
PMF-016-PRO-046
45 of 52
6.18. Project withdrawal (Special Case)

Page
No.
PMF-016-PRO-010
PMF-016-PRO-011
PMF-016-PRO-013
PMF-016-PRO-016
PMF-016-PRO-018
Withdraw Project PMM-016-PRO-090 Procurement 656 PMF-016-PRO-021
PMF-016-PRO-025
PMF-016-PRO-027
PMF-016-PRO-028
PMF-016-PRO-033
PMF-016-PRO-048
46 of 52
7. TESTING & COMMISSIONING STAGE

The Testing & Commissioning stage may be included inside the construction stage and construction
stage gate review. This Stage includes agreeing to the handover plan and schedule, acceptance criteria,
including the provision of acceptable as-built information, Testing & Commissioning arrangements, the
instructions for future operation and maintenance.
It is also to identify the requirements and procedures for the Testing & Commissioning (T&C) of
installed systems/equipment/interfaces that the Contractor creates and to identify the holding points
to be focused during the T&C Process.
The Testing & Commissioning Stage includes the following steps:
4- Implement and monitor risk responses at Project Level
5- Finalize T&C Plan and T&C Method Statement
6- Perform Testing & Commissioning Activities for Project Works
7- Prepare T&C Working Group Report and T&C Report
These steps are detailed in PMM within the Risk and Scope Sections as described below.
Testing & Commissioning Processes, Procedures and Forms:
Page
No.
Objective, Issues,
PMM-015-RIS-030-010 Risk 589 NA
Constraints &
Assumptions
PMF-015-RIS-005
Stakeholder Mapping PMF-015-RIS-007
PMM-015-RIS-030-020 Risk 590
and Positioning PMF-015-RIS-016
PMF-015-RIS-019
PMF-015-RIS-001
PMF-015-RIS-004
PMF-015-RIS-011
PMF-015-RIS-017
47 of 52

Page
No.
PMF-015-RIS-001
at Project Level
PMF-015-RIS-021
Page
No.
Page
No.
Implement Risk
Level
Risk Review Through
Process
Capture Lessons
PMF-007-INT-020
PMF-007-INT-021
Management
7.5. Finalize T&C Plan and T&C Method Statement
Page
No.
Finalize T&C Plan and
T&C Method Statement
and Submit for
Approval
Approve T&C Plan and
T&C Method Statement
7.6. Perform Testing & Commissioning Activities for Project Works
Page
No.
Request for Testing &
Commissioning Project PMM-008-SCO-055-090 Scope 307 PMF-008-SCO-042
Works
48 of 52
Page
No.
Form T&C Working
Group
Pre-commissioning
Activities at Testing & PMM-008-SCO-055-110 Scope 308 PMF-008-SCO-041
Commissioning Stage
Perform Commissioning
Activities
7.7. Prepare T&C Working Group Report and T&C Report
Page
No.
Issue T&C Working
Group Report and T&C PMM-008-SCO-055-130 Scope 310 PMF-008-SCO-044
Report
49 of 52
8. HANDING OVER AND CLOSEOUT STAGE

The Handing over and Closeout Stage starts after fulfilling all the requirements for the Construction
Stage and Testing and Commissioning Stage. This Stage starts with the contractor request for initial
acceptance and handing over and conclude with the project closure. During this stage, the projects
deliverables/Assets are being handed over to operation and maintenance, final payment are being
processed and claims are being settled.
The Handing over and Closeout Stage includes the following steps:
4- Implement and Monitor Risk Responses at Project Level
5- Perform initial acceptance and handing over.
6- Capture and publish Lessons Learned
7- Review, approve and Process Final Payment
8- Close the project team
9- Perform final acceptance
10- Close the project
These steps are detailed in PMM within the Risk, Scope, Integration, Quality, HSE, Cost, Procurement
and HR Sections as described below.
Handing over and Closeout Processes, Procedures and Forms:
Page
No.
Page
No.
PMF-015-RIS-001
at Project Level
PMF-015-RIS-021
Page
No.
50 of 52
8.4. Implement and monitor Risk Responses at Project Level

Page
No.
Implement Risk
Level
Monitor Risk Responses
at Project Level
8.5. Perform initial acceptance and handing over.
Page
No.
PMF-008-SCO-006
PMF-008-SCO-008
PMF-008-SCO-011
Total Initial Acceptance
PMF-008-SCO-012
and Handover of Project PMM-008-SCO-060 Scope 311
PMF-008-SCO-015
Scope
PMF-008-SCO-017
PMF-008-SCO-018
PMF-007-INT-018
PMF-008-SCO-006
PMF-008-SCO-008
Partial Initial PMF-008-SCO-023
Acceptance and PMF-008-SCO-021
PMM-008-SCO-065 Scope 327
Handover of Project PMF-008-SCO-024
Scope PMF-008-SCO-025
PMF-008-SCO-026
PMF-008-SCO-027
Post-Acceptance T&C
Work
8.6. Capture and publish Lessons Learned
Page
No.
Capture Lessons
Learned on Project PMM-012-QUA-020- PMF-007-INT-020
Quality 475
Regarding Quality 080 PMF-007-INT-021
Management
Capture Lessons
Learned on This Project PMF-007-INT-020
PMM-017-HSE-020-100 HSE 697
Regarding HSE PMF-007-INT-021
Management
Prepare Project Lessons PMF-007-INT-020
Learned Report PMF-007-INT-021
51 of 52
Page
No.
Review the Report and
PMF-007-INT-020
Publish the Applicable PMM-007-INT-040-040 Integration 246
PMF-007-INT-021
Lessons Learned
Capture Lessons
PMF-007-INT-020
PMF-007-INT-021
Management
8.7. Review, approve and Process Final Payment
Page
No.
Approve Contractor PMF-011-COS-021
PMM-011-COS-070-020 Cost 448
Invoices PMF-011-COS-024
PMF-016-PRO-004
Audit the Contract PMM-016-PRO-100-
Procurement 670 PMF-011-COS-021
Closeout 010
PMF-016-PRO-032
8.8. Close the project team
Page
No.
Close the Project Team PMM-013-HUM-050 HR 507 NA
8.9. Perform final acceptance

Page
No.
PMF-008-SCO-008
PMF-008-SCO-013
PMF-008-SCO-016
Final Acceptance of
PMM-008-SCO-070 Scope 340 PMF-008-SCO-022
Project Scope
PMF-008-SCO-032
PMF-007-INT-019
PMF-008-SCO-046
8.10. Close the project
Page
No.
PMF-007-INT-011
PMF-007-INT-023
PMF-007-INT-019
Close the Project PMM-007-INT-070 Integration 259 PMF-007-INT-018
PMF-016-PRO-032
PMF-011-COS-004
PMF-007-INT-037
52 of 52
APPENDIX 1
SUMMARY OF PMM SECTIONS
CONTENTS
1. INTRODUCTION (Section 1 in PMM)........................................................................................... 3
2. GLOSSARY (Section 2 in PMM) ................................................................................................... 3
3. PROJECT LIFECYCLE AND STAGE GATE PROCESS (Section 3 in PMM) ........................................ 3
4. FIVE - YEAR PROJECTS PORTFOLIO PLANNING (Section 4 in PMM) ........................................... 4
5. PROJECT TEAM MANAGEMENT (Section 5 in PMM).................................................................. 5
6. PROJECT GOVERNANCE MANAGEMENT (Section 6 in PMM) .................................................... 5
7. PROJECT INTEGRATION MANAGEMENT (Section 7 in PMM) .................................................... 7
8. PROJECT SCOPE MANAGEMENT (Section 8 in PMM)................................................................. 8
9. PROJECT VALUE ENGINEERING MANAGEMENT (Section 9 in PMM) ....................................... 10
10. PROJECT SCHEDULE MANAGEMENT (Section 10 in PMM) ...................................................... 11
11. PROJECT COST MANAGEMENT (Section 11 in PMM) ............................................................... 12
12. PROJECT QUALITY MANAGEMENT (Section 12 in PMM) ......................................................... 13
13. PROJECT HUMAN RESOURCE MANAGEMENT (Section 13 in PMM) ....................................... 14
14. PROJECT COMMUNICATION MANAGEMENT (Section 14 in PMM) ......................................... 15
15. PROJECT RISK MANAGEMENT (Section 15 in PMM) ................................................................ 16
16. PROJECT PROCUREMENT MANAGEMENT (Section 16 in PMM).............................................. 17
17. PROJECT HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT (Section 17 in PMM) ...... 19
18. PROJECT FINANCIAL MANAGEMENT (Section 18 in PMM) ...................................................... 20
19. PROJECT CLAIM MANAGEMENT (Section 19 in PMM) ............................................................. 20
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1. INTRODUCTION (Section 1 in PMM)

The subject of this particular section is to introduce the project management manual and how to read it and
provide the supporting documents.
2. GLOSSARY (Section 2 in PMM)

The subject of this particular section is to provide a glossary table for all terms and definitions of PMM.
3. PROJECT LIFECYCLE AND STAGE GATE PROCESS (Section 3 in PMM)

The Project life Cycle Section Describes the typical stages for the project and the main deliverables associated
with each stage.
o For Design-Bid-Build Projects: Project Registration, Initial Planning, Tender for Design, Design, Tender
for Construction, Construction, Testing & Commissioning, Hand over and closeout stages.
o For Design & Build Projects: Project Registration, Initial Planning, Tender, Design & Construction,
Testing & Commissioning, Handover & Closeout stages.
• The main deliverables are stated under each related stage in the life cycle section and detailed in (PMF-
003-PLC-002 Stage Gate Review Checklist).
• The Stage-Gate process is described in the life cycle section and detailed under governance section PMM-
006-GOV-180 Stage Gate Review.
• Stage-Gate process flowchart is provided for projects greater than 25MSAR and simplified Stage-Gate
process flowchart is provided for projects less than 25MSAR
• Stage Gate Committee: it is a committee of stakeholders and subject matter experts from the functional
departments to represent at the stage Kick-off meeting and the Stage-Gate review meeting.
• Stage Gate Committee typically consists of: Gatekeeper, Gate Coordinator and Cluster Functional
Departments.
o Gatekeeper: The Business Unit Construction Director who is responsible for determining if the
Stage-Gate has been passed or not.
o Gate Coordinator: The NWC Project Manager who is responsible for managing and coordinating
the Stage-Gate process.
o Cluster Functional Departments:
▪ Cluster Technical Services Department.
▪ Cluster Project Scheduling & Control Department.
▪ Cluster PMO Department.
▪ Cluster Asset Management & Operation Excellence Department.
• The Project Lifecycle and Stage-Gate Process section attachments include:

o New Project Registration Form
o Project Registration Checklist
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4. FIVE - YEAR PROJECTS PORTFOLIO PLANNING (Section 4 in PMM)

The Five-Year Projects Portfolio Planning section describes the processes for preparing and obtaining
approval on Five-Year projects portfolio plan and annual plans for NWC capital projects as follows:
• The first process (Initiate Projects Portfolio at Cluster Level): Describes the process of identifying capital
projects and technical services objectives, identifying infrastructure gaps and preparing Local Master
Plans, establishing Initial Project Scope and Identifying Potential Site Locations Options.
• The second process (Develop and Confirm Initial Cluster Projects Portfolio): Describes the process of
undertaking pre-concept site option testing, preparing and approving Initial cost estimate (Class 5),
preparing and approving initial project schedule (Level 1), developing and approving initial business case,
develop and approve cluster Local Master Plan at Cluster & HQ, developing and approving National
Master Plan, developing cluster initial projects portfolio, confirming cluster initial projects portfolio,
developing and confirming NWC initial projects portfolio, audit development of Local Master and plan
cluster portfolio.
• The third process (Screen NWC Initial Projects Portfolio): Describes the process of performing project
strategic assessment, performing and approving project risk potential assessment, assessing and
approving project cross-sectoral integration, developing and approving project business case at Cluster
and HQ, confirming projects suitable for private sector participation, preparing project prioritization.
• The fourth process (Develop Draft FYPPP and Submit for Review): Describes the process of developing
draft cluster FYPPP, developing draft NWC FYPPP, submitting draft NWC FYPPP to CAPEX Panel for review.
• The fifth process (Update FYPPP and Prepare Annual Capital Works Plan): Describes the process of
receiving and reviewing formal CAPEX Panel feedback, updating draft cluster FYPPP and developing the
final cluster FYPPP, developing cluster annual capital works plan.
• The sixth process (Develop Final FYPPP and Annual Capital Works Plan and Submit to MOF for Budget
Approval): Describes the process of developing the final NWC FYPPP and final NWC capital works plan,
submitting final NWC FYPPP and final NWC annual capital works plan to CAPEX Panel for approval,
approving NWC FYPPP and NWC annual capital works plan, obtaining budget approval on NWC FYPPP and
NWC annual capital works plan from MOF, distributing the approval from CAPEX Panel and MOF.
• The seventh process (Five-Year Projects Portfolio Variation Control): Describes the process of developing
FYPP variation documents, developing and raising the FYPP variation request, reviewing the FYPP
variation request at the HQ level, incorporating the HQ feedback, identifying the FYPP variation request
impact on the FYPPP, obtaining CAPEX Panel approval on the varied FYPPP, approving the FYPP variation
request at CP strategic department, final approval on the FYPP variation request, implementing the
approved FYPP variation.
• Five-Year Projects Portfolio Planning section attachments include but are not limited to:
o Templates & Forms for:
▪ Business Case, Strategic Assessment Template, Risk Potential Assessment Template, Project
Prioritization Template, Inter-Dependency Matrix Template, Business Case Approval Form,
Initial Project Scope Outline Form, FYPP Variation Request Approval Form (Clusters).
o Check Lists for:
▪ Draft Five-Year Projects Portfolio Plan Checklist, Final Five-Year Projects Portfolio Plan Checklist,
Cross-Sector Integration Checklist, Business Case Checklist, Strategic Assessment Checklist.
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5. PROJECT TEAM MANAGEMENT (Section 5 in PMM)

• This section identifies the roles involved through the lifecycle of a project. The overall team includes:
o Cluster roles.
o Various NWC HQ roles.
o Second-party roles (design consultant, supervising consultant and contractor).
• Some roles are hands-on with the project and others interact with projects from time to time or
periodically, such as at month-end.
• The hands-on roles are described in this section of the manual, with an accompanying detailed
Responsibility Assignment Matrix (RAM).
• Detailed RAM matrix is provided in attachments (PMF-005-TEA-100 Responsibility Assignment Matrix
RAM) for project management procedures shows responsibilities and accountabilities and can be filtered
as required.
6. PROJECT GOVERNANCE MANAGEMENT (Section 6 in PMM)

The Governance Management section largely describes the ongoing roles and responsibilities of the NWC
Projects & Technical Services department and the processes to provide a management framework as follows:
• The first process (Enterprise Environmental Factors and Organizational Process Assets): Describes the
process of schedule EEFs & OPAs reviews, carrying out a review for enterprise environmental factors and
organizational process assets at the cluster, developing NWC EEFs & OPAs report at HQ.
• The second process (Project Initiator and Sponsor): Describes the process of ensuring the project initiator
is named and recorded and the sponsor is named and recorded.
• The third process (End User): Describes the process of ensuring that whole-life costing consideration was
made, ensuring that O&M topics and expertise are fully covered in workshops, ensuring that O&M experts
participate fully in the reviews and studies, ensuring that O&M experts fully participate in approvals of
O&M documents.
• The fourth process (PMM Update and Continual Improvement): Describes the process of maintaining a
register of external requirement documents, identifying the need for PMM improvement and issue PMM
improvement requests, preparing the new/updated PMM documents, approving the updated PMM
documents, ensuring the publishing of the PMM documents.
• The fifth process (Control of Project Management Documents): Describes the process of ensuring all
records are uniquely identified, stored and secured, reviewing retention requirements and capacity on an
annual basis, preparing and retaining the archive according to the written instructions, retrieving, review
and return the archive as needed during the retention period, defining the need for further retention or
final disposal and implement action.
• The sixth process (Responsibility and Authority): Describes the process of developing a standard job
profile and RAM for projects, preparing organization chart, job profile and RAM for projects, preparing a
local work instruction and any required formal delegations of authority, approving local work instruction
and required formal delegations of authority.
• The seventh process (Management Representative): Describes the process of ensuring the management
representative is authorized, named and recorded.
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• The eighth process (Management Review): Describes the process of compiling a briefing paper and
agenda and sending an invitation for a management review meeting, attending the management review
meeting and implementing the agreed action plan.
• The ninth process (Human Resources Centralization): Describes the process of maintaining a centralized
register of project team members’ history and inductions and training, reviewing performance appraisal
records for continual improvement opportunities.
• The tenth process (Infrastructure): Describes the process of keeping local infrastructure requirements
under review, ensuring suppliers are qualified to the approved supplier’s list.
• The eleventh process (Work Environment): Describes the process of keeping the local work environment
under review.
• The twelfth process (PMM User Feedback): Describes the process of running online semi-annual PMM
surveys, submitting PMM users’ feedback, registering and analyzing the PMM user’s feedback.
• The thirteenth process (PMM Internal Audit): Describes the process of developing cluster internal audit
schedule, preparing and carrying out the internal audit, agreeing on the audit findings and
recommendations and issuing the final report.
• The fourteenth process (Monitoring Application of PMM Processes): Describes the process of applying
appropriate resources to gather PMM process data, developing the KPI report at the cluster level,
consolidating all cluster reports into a single report, escalating issues and publishing the final KPI report.
• The fifteenth process (Stage Gate Review): Describes the process of notifying the cluster projects GM by
project stage completions before two months, compiling objective evidence of stage completion,
compiling an agenda and sending a meeting notification for the stage-gate review meeting, conducting
the meeting and compile minutes for the stage-gate review meeting, acknowledge the minutes and
initiate actions by the due date, formally approve the project stage completion.
• The sixteenth process (Project Management Data Analysis): Describes the process of reviewing the
project management registers and KPI reports, reviewing external factors for opportunities and threats.
• The Project Governance Management Section attachments include but are not limited to:
▪ KPI Report, PMM Management Review Meeting Agenda, PMM Management Review
Meeting Minutes, PMM Internal Audit Schedule, PMM Audit Report, Archival Instruction,
Local Work Instruction, PMM Improvement Request, PMM User Feedback Record, Record of
Delegation of Authority.
o Check Lists for:
▪ PMM Review Checklist, Stage-Gate Review Checklist, PMM Audit Checklist.
o Guidelines for:
▪ Document Filing Index
o Registers for:
▪ External Requirements Tracking Register, Archival Instruction Register, Local Work
Instruction Register, PMM NCRs Register, Stage-Gate Review Register, PMM Improvement
Register, PMM Corrective and Preventive Action Register, PMM Auditors Register, PMM User
Feedback Register.
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7. PROJECT INTEGRATION MANAGEMENT (Section 7 in PMM)

The Project Integration Management section describes the project integration activities of the project team
throughout the project lifecycle as follows:
• The first process (Develop the Project Charter): Describes the process of developing and approving the
Project Charter.
• The second process (Plan Integration Management): Describes the process of developing and approving
the integration management plan section of the project management plan, ensuring integration
requirements and technical evaluation are included in the design tender documents, developing project
integration management plan section in the project design management plan, ensuring integration
requirements and technical evaluation are included in the construction tender documents, developing
the construction integration management plan section.
• The Third Process (Develop the Project Management Plan): Describes the process of developing and
approving the project initial planning documents, strategies and plans, developing and approving the
project management plan, updating the project management plan sections based on approved variations,
developing and approve design management plan, updating section(s) of the design management plan
based on approved variations, submitting construction management plan and early deliverables,
approving the construction management plan, updating section(s) of the construction management plan
based on approved variations.
• The fourth process (Site Handover to Contractor and Consultant Work Commencement): Describes the
process of nominating a presentative for project site handover committee/work commencement
meeting, forming project site handover committee, performing site visit to handover the site, conducting
work commencement meeting, preparing and issuing project site handover report/work commencement
report, preparing and issue the project site handover delay report/work commencement delay report and
arrange issues removal, issuing a warning letter to contractor/consultant, performing rescheduled project
site handover visit/work commencement meeting.
• The fifth Process (Conduct Project Kick-Off Meeting): Describes the process of preparing the kickoff
meeting agenda and inviting attendees, conducting the kickoff meeting and writing and circulating the
meeting minutes.
• The Sixth Process (Direct and Manage Project Execution): Describes the approach of the NWC project
manager to ensure alignment between his project management plan and the second party management
plans (i.e. design management plan by the design consultant and construction management plan by the
contractor) for (Design-Bid-Build Projects) and (Design & Build Projects), the supporting approach of the
cluster technical services director to ensure accomplishment by the design consultant of all work defined
in the design management plan, the supporting approach of the supervision consultant to ensure
accomplishment by the contractor of all work defined in the construction management plan for (Design-
Bid-Build Projects) and (Design & Build Projects).
• The seventh Process (Manage Project Knowledge): Describes the process of identifying initial lessons
learned / new knowledge, conducting a quarterly project lesson learned workshop, preparing project
lessons learned report, reviewing the report and publishing the applicable lessons learned.
• The eighth process (Monitor and Control Project Work): Describes the process of monitoring and
controlling the design in Design-Bid-Build Project, monitoring and controlling the construction in Design
& Build Projects, monitoring and controlling the design and construction in Design & Build Projects.
• The ninth process (Variation Control): Describes the process of initiating project variation notice by NWC,
responding to variation notice, submitting a variation request, reviewing the second party response /
submitted variation request, initiating variation request approval form, 1st and 2nd and final approvals
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on the variation request, forward approved variation to negotiation & award (N&A) / department bid
examination committee (BEC), negotiating and agree on the variation settlement, issuing variation order
to the second party, updating the project documents and plans.
• The tenth process (Close the Project): Describes the process of ensuring completeness and properness
of initial and final acceptance and handover, confirming the status of contracts, developing project
closeout report, closing the project and informing key stakeholders.
• The Project Integration Management Section attachments include but are not limited to:
▪ Project Charter, Project Management Plan, Construction Management Plan, Design
Management Plan, Lessons Learned Report, Project Closeout Report, Variation Notice
Template, Variation Report, Variation Request Approval Form, Land Acquisition Strategy
Form, Lessons Learned From.
o Check Lists for:
▪ Design Management Plan Review Checklist, Construction Management Plan Review
Checklist, Initial Handover Check List, Final Handover Check List, Project Closure Checklist,
Variation Notice Checklist.
o Guidelines for:
▪ Land Acquisition Strategy Guidelines, Variation Request Preparation Guideline.
o Registers for:
▪ Project Variation Register, Lessons Learned Register.
8. PROJECT SCOPE MANAGEMENT (Section 8 in PMM)

The project scope management section describes the processes of developing the scope management plan
section of the project management plan and ensures that the scope of the project is initially defined, then
described in a structured manner as a work breakdown structure, which supports scope validation and
control as follows:
• The first Process (Plan Project Scope Management): Describes the process of developing and approving
the scope management plan section of the project management plan, ensuring scope requirements and
technical evaluation are included in the design tender documents, developing project scope management
plan section in the project design management plan, ensuring scope requirements and technical
evaluation are included in the construction tender documents, developing the construction scope
management plan section.
• The second process (Define Project Scope): Describes the process of analyzing the business case and
updating project requirements, identifying possible project design options and creating the design basis
report, developing and approving the 30% design package for EPC projects, updating the scope
management plan section of the project management plan, develop and approve the 30% design package
for design-bid-build projects, developing and approving the design submittals in design & build projects,
developing and approving the 90% design package, ensuring relevant external stakeholders approvals on
the project scope, developing and approve the 100% design package.
• The third process (Create the Work Breakdown Structure (WBS)): Describes the process of creating a
work breakdown structure, reviewing and accepting the WBS.
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• The fourth process (Control Scope): Describes the process of drafting a scope change, performing
engineering team peer review for the draft scope change, performing impact analysis for the draft scope
change, finalizing updates of the draft scope change, process the change through the variation control
process, updating the project management plan as per approved variation.
• The fifth process (Testing & Commissioning): Describes the process of pre-design T&C activities, T&C
activities at the design stage, T&C activities during the tender for construction stage, T&C preparatory
works and preparation of T&C documentations, supervising and approving of preparatory works and
documents, ensuring the pass of construction tests, finalizing T&C plan and T&C method statement and
submitting for approval, approving T&C plan and T&C method statement, requesting for testing &
commissioning project works, form T&C working group, pre-commissioning activities at testing &
commissioning stage, performing commissioning activities, issuing T&C working group report and T&C
report, post-acceptance T&C work.
• The sixth process (Total Initial Acceptance and Handover of Project Scope): Describes the process of
reservation and review the initial acceptance request, request forming an initial acceptance committee,
forming initial acceptance committee, performing initial acceptance inspection, preparing and issue initial
acceptance and handover certificate/rejection report/inventory report, actions to recoup inability to
handover for less than six months, actions to recoup inability to handover for more than six month, issuing
warning letter due to not request for inspection for snag list rectification, rectifying the snag list items by
another contractor on main contractor expense, inspecting snag list fulfillment, issuing warning letter due
to incomplete snag list rectification, re-inspecting snag list fulfillment after 15 days from a warning letter,
inspecting IA&HO rectified snag list by another contractor at contractor’s expense.
• The seventh process (Partial Initial Acceptance and Handover of Project Scope): Describes the process
of receiving and reviewing the partial initial acceptance request, request forming a partial initial
acceptance committee, forming partial initial acceptance committee, performing partial initial acceptance
inspection, preparing and issue partial initial acceptance and handover certificate/rejection
report/inventory report, issuing warning letter due to not request for inspection for snag list rectification,
rectifying the snag list items by another contractor on main contractor expense, inspecting snag list
fulfillment, issuing warning letter due to incomplete snag list rectification, re-inspecting snag list
fulfillment after 15 days from a warning letter, inspecting rectified snag list by another contractor at
contractor’s expense.
• The eighth process (Final Acceptance of Project Scope): Describes the process of receiving and reviewing
the final acceptance request, issuing warning letter due to not requesting for final acceptance and
handover, request forming a final acceptance committee, performing final acceptance inspection, issuing
snag list, issuing warning letter due to not request for inspection for snag list rectification, inspecting snag
list items fulfillment, issuing warning letter due to not complete snag list rectification, re-inspecting snag
list fulfillment after 15 days from a warning letter, inspecting FA&HO rectified snag list by another
contractor at contractor’s expense, issuing final acceptance and handover certificate.
• The Project Scope Management Section attachments include but are not limited to:
▪ Spare Parts Record (SPR) Template, Snag List Template, Initial Acceptance and Handover
Certificate, Initial Handover Rejection Report, Final Acceptance and Handover Certificate,
Initial Acceptance Committee Forming Request, Final Acceptance Committee Forming
Request, Initial Acceptance Committee Forming Request, Contractor Initial Acceptance
Request letter, Partial Initial Acceptance and Handover Certificate, Partial Final Acceptance
and Handover Certificate.
o Guidelines Lists for: Design Review Guidelines, Project Testing and Commissioning Guideline.
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9. PROJECT VALUE ENGINEERING MANAGEMENT (Section 9 in PMM)

The Value Engineering section describes the processes and criteria for implementing Value engineering
concepts on NWC projects.
• NWC shall apply Value Engineering to the following projects:
o A project with a value equal to or greater than SAR 20 million.
o A project that produces a standard design to be constructed repeatedly with value equals or greater
than SAR 5 million.
o A Design-And-Build Project (The Value Engineering study shall be conducted through conceptual
design before tender at the initial planning stage).
• The Value Engineering studies shall be led by:
o HQ Value Engineering team:
▪ All treatment plants
▪ All transmission lines above 30M SAR
o Cluster Value Engineering Team:
▪ All transmission lines below 30M SAR
▪ All other projects.
• The first process (Plan and Prepare for Value Engineering Study): Describes the process of schedule value
engineering study, defining the scope of value engineering study, collecting and compiling required
information, organizing logistics for value engineering study, conducting a site visit, determining
performance criteria.
• The second process (Conduct Value Engineering Study): Describes the process of distributing design
review package to value engineering team members, conducting value engineering workshop, preparing
and submitting the value engineering study recommendation report, approving the value engineering
study recommendation report, issuing approved value engineering study recommendations with the
design review comments.
• The third process (Implement Value Engineering Study Approved Recommendations): Describes the
process of incorporating the value engineering study approved recommendations into the design.
• The fourth process (Monitor and Control Value Improvement): Describes the process of reviewing the
implementation of the value engineering study recommendations through the next design review,
reviewing any submitted value engineering study by contractor/supervision consultant, monitoring and
calculating actual value improvement results/cost savings, updating and publishing the value engineering
database.
• The Value Engineering Management Section attachments include but are not limited to:
o Examples for:
▪ Functions List Example, Value Engineering Workshop Agenda Sample.
▪ Value Engineering Study Request, Value Engineering Report Approval Form, Value
Engineering Report Template, Value Engineering Study Agenda, Value Engineering Study
Creativity List, Value Engineering Study Evaluation List, Value Engineering Study Functions.
o Guidelines for: Value Engineering Team Roadmap.
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10. PROJECT SCHEDULE MANAGEMENT (Section 10 in PMM)

The Project Schedule Management section describes the processes of developing the Schedule Management
Plan Section of the Project Management Plan and ensures that all schedules are timely and properly
developed. This process also covers planning for monitoring schedule update throughout the project life
cycle as follows:
• The first process (Plan Project Schedule Management): Describes the process of developing the schedule
management plan section of the project management plan, approving the schedule management plan
section of the project management plan, ensuring schedule requirements and technical evaluation are
included in the design tender documents, developing project schedule management plan section in the
project design management plan, ensuring schedule requirements and technical evaluation are included
in the construction tender documents, developing the construction schedule management plan section.
• The second process (Schedule Management for Initial Planning): Describes the process of updating
project Level 1 Schedule.
• The third process (Schedule Management for Procurement): Describes the process of defining the
procurement activities, developing the procurement schedule, including scheduling requirements and
technical evaluation in the design/construction tender documents, updating the procurement schedule
with actual progress, checking the actual procurement progress versus planned progress.
• The fourth process (Schedule Management for Design): Describes the process of updating level 1 design
schedule and include it in the tender for design documents and evaluation, developing and submitting
design level 3 design schedule, approving level 3 design schedule at cluster and HQ, uploading level 3
design schedule to ENJAZ system, updating the approved level 3 design schedule with actual progress,
checking the actual design progress versus planned progress, approving the recovery schedule, reviewing
revised design schedule in case of time extension variation request.
• The fifth process (Schedule Management for Construction, Testing & Commissioning and Handover):
Describes the process of updating level 1 construction schedule and include it in the tender for
construction documents and evaluation, developing and submitting level 3 construction schedule,
approving level 3 construction schedule at Cluster and HQ, uploading level 3 construction schedule to
ENJAZ system, agreeing on the use of progress curves and dashboards, updating the construction
schedule with actual progress and submit look-ahead schedule, checking the actual construction progress
versus planned progress, approving recovery schedule and delay analysis submitted by the contractor,
reviewing revised construction schedule in case of time extension variation request.
• The Project Schedule Management Section attachments include:

o Procedures for:
▪ Project Schedule Development Procedure, Project Schedule Curves Procedure, Project
Contractor Requirements for Planning & Scheduling Procedure, Project Schedule Claims
Procedure.
▪ Procurement Schedule for Critical Materials and Equipment, Two Weeks Lookahead.
o Check Lists for:
▪ Design Schedules Review Checklist, 0 Sch. Manual App4 Construction Schedule Review
Checklist.
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11. PROJECT COST MANAGEMENT (Section 11 in PMM)

The Project Cost Management section describes the processes of developing the Cost Management Plan
Section of the Project Management Plan and ensures that all cost estimates are timely and properly
developed and to ensure that adequate cost monitoring and update are performed throughout the project
life cycle as follows:
• The first process (Plan Project Cost Management): Describes the process of developing and approving
the cost management plan section of the project management plan, ensuring cost requirements and
technical evaluation are included in the design tender documents, developing project cost management
plan section in the project design management plan, ensuring cost requirements and technical evaluation
are included in the construction tender documents, developing the construction cost management plan
section.
• The second process (Cost Management During Initial Planning Stage): Describes the process of updating
Class 4 cost estimate for Design-Bid-Build projects, developing Class 3 cost estimate for EPC projects,
updating the “Primavera P6” Database.
• The third process (Cost Management During the Tender for Design Stage): Describes the process of
ensuring cost requirements and technical evaluation is included in the design tender documents.
• The fourth process (Cost Management During the Design Stage): Describes the process of approving
design consultant invoice, developing Class 3 cost estimate within 30% design package, approving Class 3
cost estimate, developing Class 2 cost estimate within 90% design package, approving Class 2 cost
estimate, updating the “Primavera P6” Database, performing cost impact analysis in case of design
variation request.
• The fifth process (Cost Management During the Tender for Construction Stage): Describes the process
of collecting tender cost estimate (Class 2 / Class 3) from design package and include in RFP, updating the
“Primavera P6” Database.
• The sixth process (Control Cost during Construction, Testing & Commissioning and Handover & Closeout
Stages): Describes the process of developing and submitting revised BOQ, approving revised BOQ
submitted by contractor at the cluster and HQ, approving revised BOQ submitted by contractor at MEWA,
performing cost impact analysis in case of construction variation request, updating the BOQ based on
approved variations, updating “ENJAZ” System and “Primavera P6” Database.
• The seventh process (Payments during Construction, Testing & Commissioning and Handover &
Closeout Stages): Describes the process of approving supervision consultant invoice, approving
contractor invoices, submitting advance payment request, approving paying advance payment to the
contractor at Cluster and HQ, monitoring and controlling approved advance payment, updating “ENJAZ”
System and “Primavera P6” Database.
• The eighth process (Monitor and Control Budget and Cashflow): Describes the process of developing
project cost metrics, reviewing and controlling project cost metrics, reviewing project cost metrics.
• The Project Cost Management Section attachments include but are not limited to:
▪ CAPEX Forms, Cost Estimate Form, Monthly Cluster Cost Report Template, Revised BOQ
Form, Advance Payment Request, Advance Payment Approval Form.
o Guidelines for:
▪ Cost Estimating Guidelines, Cost Budgeting, Trending and Forecast Guidelines, Cost Database
Guidance Notes, Cost Control Reporting Guidelines.
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12. PROJECT QUALITY MANAGEMENT (Section 12 in PMM)

The Project Quality Management section describes the processes of developing the Quality Management
Plan Section of the Project Management Plan and is concerned with ensuring that internal and external
requirements are properly defined and assuring that the requirements will be met through effective work
processes including control measures, as follows:
• The first process (Plan Quality Management): Describes the process of developing and approving the
quality management plan section of the project management plan, ensuring quality requirements and
technical evaluation are included in the design tender documents, developing project quality
management plan section in the project design management plan, ensuring quality requirements and
technical evaluation are included in the construction tender documents, developing the construction
quality management plan section.
• The second process (Perform Quality Assurance): describes the process of carrying out the quality-
related internal design reviews, reviewing the quality-related internal design review report, developing
and submitting the method statement, approving the submitted method statement, developing and
submitting the inspection and testing plan (ITP), approving the submitted ITP, developing the monthly
quality KPIs follow up the matrix, carrying out quality periodic inspections, surveil and audits, capture
lessons learned on the project regarding quality management.
• The third process (Perform Quality Control): Describes the process of reviewing the compliance of design
packages to design quality requirements, addressing quality-related issues in technical reviews and
regular design progress meetings, carrying out root cause analysis for design quality observations,
defining design corrective and preventive actions, supervising the implementation of approved method
statements by ITPs, monitoring the effectiveness of the method statement and ITP, carrying out root
cause analysis for construction quality observations and non-conformities, addressing quality-related
issues in regular site meetings, defining construction corrective and preventive actions.
• The Project Quality Management attachments include but are not limited to:
▪ Quality Reports, Method Statements, ITPs, Sectional Acceptance Certificates, Inspection
Requests, Material Approvals, NCR, Quality Observation, Leak Tests, Existing Manhole
Handing Over.
o Check Lists for:
▪ Inspection Checklist for various activities, Audit Checklists, Handover Package, Non-
Disruptive Method NDM Acceptance Checklist for various activities.
o Guidelines for:
▪ Construction Sites (General) for various construction activities.
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13. PROJECT HUMAN RESOURCE MANAGEMENT (Section 13 in PMM)

The Project Human Resources Management section describes the processes of developing the HR
Management Plan Section of the Project Management and managing the competence requirements,
monitoring team performance and Close the Project Team, as follows:
• The first process (Plan Project Human Resource Management): Describes the process of developing and
approving the human resource management plan section of the project management plan, ensuring
human resource requirements and technical evaluation are included in the design tender documents,
developing project human resource management plan section in the project design management plan,
ensuring human resource requirements and technical evaluation are included in the construction tender
documents, developing the construction human resource management plan section.
• The second process (Acquire NWC Project Team): Describes the process of assigning NWC project
manager, carrying out a formal handover to the new project manager, discussing and identifying suitable
staff for the project from the cluster projects team, approving suitability and assignment of identified
staff, capture identified staff.
• The third process (Develop NWC Projects Team): Describes the process of carrying out induction and
objectives briefing, nominating staff members for training, providing training to NWC projects team
members.
• The fourth process (Interview and Approve Second Party Project Team Members): Describes the process
of forming an interview working group for the second party project team, conducting interviews for the
second party project team, approving the second party project team.
• The fifth process (Manage the Project Team): Concerned with monitoring team performance and
behavior, providing feedback, resolving any issues and coordinating changes necessary to enhance project
performance.
• The fifth process (Close the Project Team): Describes the process of monitoring completion of project
activities to ensure no unnecessary delays, carrying out project-related performance appraisals of team
members, informing project team members and cluster functional managers about the project closure.
• The Project Human Resource Management attachments include the following:

o Training & Workshops for:
▪ Value Engineering Training, Schedule Management Workshop, Schedules Development and
Review Guidelines Workshop, Cost Control Training, Risk Management Workshop, Risk
Management Training.
o Check Lists for:
▪ Project Manager Role Handover Checklist.
o Registers for:
▪ Project Team Members Register, Induction and Training Register.
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14. PROJECT COMMUNICATION MANAGEMENT (Section 14 in PMM)

The Project Communications Management section describes the processes of developing the
Communications Management Plan Section of the Project Management Plan and the effective
communication processes, through effective stakeholder management, communications planning,
information distribution and performance reporting, as follows:
• The first process (Plan Project Communications Management): Describes the process of developing and
approving the communication management plan section of the project management plan, ensuring
communication requirements and technical evaluation are included in the design tender documents,
developing project communication management plan section in the project design management plan,
ensuring communication requirements and technical evaluation are included in the construction tender
documents, developing the construction communication management plan section.
• The second to the twelfth processes Describes the processes of the following:
o Distribute Confidential Correspondence from Consultant/Contractor to NWC.
o Distribute Confidential Correspondence from NWC to Consultant/Contractor.
o Distribute Non-Confidential Correspondence from Consultant to NWC.
o Distribute Non-Confidential Correspondence from Contractor to NWC.
o Distribute Non-Confidential Correspondence from NWC to Consultant.
o Distribute Non-Confidential Correspondence from NWC to Contractor.
o Distribute Non-Confidential Correspondence from Supervision Consultant to Contractor.
o Distribute Submittals for Approval.
o Distribute Non-Conformance Report (NCR).
o Distribute Request for Information (RFI).
o Cascade Objectives.
• The thirteenth process (Design Performance Reporting): Describes the process of conducting weekly
design progress meetings, developing and evaluating design consultant monthly progress report,
conducting monthly progress meetings, adding an executive summary to the consultant’s report,
conducting an internal technical meeting to discuss the reported design progress, developing and
distribute management reports.
• The fourteenth process (Construction Performance Reporting): Describes the process of conducting
construction weekly progress meetings, developing contractor daily, weekly, and monthly construction
progress report, evaluating the construction monthly progress report, conducting monthly progress
meeting, adding an executive summary to the construction monthly report, checking the construction
monthly report and supervision consultant’s executive summary, conducting an internal meeting to
discuss the reported construction progress and status, developing and distribute management reports,
developing and submit monthly cluster cost report.
• The fifteenth process (Manage Stakeholders): In this process refer to (PMM-015-RIS Project Risk
Management) to managing stakeholders, this includes stakeholder identification, stakeholder mapping
and stakeholder management through action plans, and refer to (PMF-014-COM-048 Internal-External
Stakeholder Communication Plan Template) to identifying communication requirements and frequency
for each stakeholder.
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• The Project Communication Management attachments include but are not limited to:
o Templates for:
▪ Project Document Distribution Matrix Template, Monthly Progress Report, Stakeholder
Communication Plan Template, Weekly Construction Progress Report, Daily Construction
Report, Weekly Meeting Minutes, Monthly Progress Meeting Minutes, Weekly and Monthly
Meetings Agendas.
o Check Lists for:
▪ Progress Evaluation Checklist, Performance Report Checklist.
o Forms for:
▪ Document Approval Form, Document Submittal Form, Non-Conformance Report, Drawing
Submittal Form, Request for Information, Shop Drawing Submittal Form.
o Registers for:
▪ Document Submittals Register, Drawing Submittals Register, Non-Conformance Register,
Shop Drawing Submittals Register.
15. PROJECT RISK MANAGEMENT (Section 15 in PMM)

The project risk management section describes the processes of developing the risk management plan
section of the project management plan project risks are identified, analyzed, planned, monitored and
controlled to the point of mitigation throughout the project lifecycle, as follows:
• The first process (Risk Management at Portfolio Level): Describes the process of identifying risks at the
cluster portfolio level, developing and implementing action plans, state assumptions regarding scope,
schedule, cost and quality of projects.
• The second process (Plan Project Risk Management): Describes the process of developing the risk
management plan section of the project management plan, approving the risk management plan section
of the project management plan, ensuring risk requirements and technical evaluation are included in the
design tender documents, developing project risk management plan section in the project design
management plan, ensuring risk requirements and technical evaluation are included in the construction
tender documents, developing the construction risk management plan section.
• The third process (Identify Risks at Project Level): Describes the process of identifying and analyzing
objectives, issues, constraints & assumptions, stakeholder mapping and positioning, conducting risk
workshop, identifying risks, transfer risks to design consultant/contractor through the tender documents.
• The fourth process (Qualitative Risk Analysis at Project Level): Describes the process of risk analysis and
evaluation.
• The fifth process (Quantitative Risk Analysis at Project Level): Describes the process of risk scoring of
cost and schedule impacts.
• The sixth process (Plan Risk Responses at Project Level): Describes the process of preparing a risk
response plan, including risk response activities in the design schedule, including risk response activities
in the construction schedule submitted by the contractor.
• The seventh process (Implement Risk Responses at Project Level): Describes the process of conducting
risk response according to the approved risk response plan.
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• The eighth process (Monitor Risk Responses at Project Level): Describes the process of monitoring
project risks, risk review through the stage-gate review process, closing the risk register, capturing lessons
learned for future risk management.
• The Project Risk Management attachments include but are not limited to:
o Check Lists for:
▪ Risk Register Review Checklist, Risk Elements Checklist.
o Registers for:
▪ Project Risk Register, Portfolio Risk Register, Stakeholders Register.
o Guidelines for:
▪ RM Workshop Report Example, Project Stakeholder Mapping Guidelines, Stakeholder Map
Example, Stakeholder Positioning Analysis, RM Workshop Preparation Handbook, Guide to
Hierarchical Sources of Risk, Examples of Risk Management Tools and Techniques, List of
Potential Stakeholder.
16. PROJECT PROCUREMENT MANAGEMENT (Section 16 in PMM)

The Project Procurement Management section describes the processes of developing the Procurement
Management Plan Section of the Project Management Plan and the steps of regular contract administration
right up to contract closure, Site Handover, Kickoff Meeting, Project Suspension and Project Withdrawal, as
follows:
• The first process (Plan Purchases and Acquisitions at Portfolio Level): Describes the process of
Summarizing the Requirements of Portfolio High Volume, Long Lead and Special Materials, Portfolio
Contracting Requirements, Reviewing the Reports for Strategic Recommendations, Updating the Portfolio
Risk Register.
• The second process (Plan Project Procurement Management): Describes the process of developing and
approving the Procurement Management Plan Section of the Project Management Plan, ensuring
procurement requirements and technical evaluation are included in the design tender documents,
developing project procurement management plan section in the project design management plan,
ensuring procurement requirements and technical evaluation is included in the construction tender
documents, developing the construction procurement management plan section.
• The third process (Acquire Project Land): Describes the process of requesting for land acquisition,
receiving the land acquisition documents.
• The fourth process (Prepare Tender Documents): Describes the process of preparing and approving the
request for proposal (RFP) for design or construction tender, raising a request to tender without budget
reservation to P&TS VP, raising the request for tendering without budget reservation to CEO, approving
the request for tendering without budget reservation by BOD, preparing purchase requisition (PR) for
design or construction tender, approving purchase requisition (PR) for design or construction tender,
developing the project pre-tender review form before tendering, forward purchase requisition (PR) and
its attachments for tendering.
• The fifth process (Select a Bidder): Describes the process of participating in pre-tender meetings,
participating in site visits and job explanation meetings, receiving and responding to bidder questions,
forming a technical evaluation committee, evaluating and approving the technical proposal, participating
in the commercial evaluation, approving the selected bidder.
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• The sixth process (Contract Administration): Describes the process of design consultant/contractor
performance review and reporting, managing payments system, carrying out inspections and audits,
project documentation and records management.
• The seventh process (Suspend and Resume Project): Describes the process of reviewing the suspension
justifications, approving suspension requests at the cluster, approving total / partial project suspension
for more than 50 % of remaining works at HQ, issuing a formal letter for complete/partial project
suspension, issuing resumption recommendation, issuing a formal letter to resume the work.
• The eighth process (Change Project Status from Partial Suspension to Total Suspension): Describes the
process of receiving a report of changing project status from partial suspension to total suspension, raising
a request for changing the project status from partial suspension to total suspension, approving changing
to total project suspension, issuing a formal letter for total project suspension.
• The ninth process (Withdraw Project): describes the process of issuing urge letter to design consultant /
contractor, issuing 1st warning letter to design consultant / contractor, issuing final warning letter to
design consultant / contractor, developing and submit a project status report and initiate withdraw
approval form, developing a project works inventory and status report at the project end date, developing
project status report at 20% time overrun and recommend withdrawal / grace period, approving
withdrawal / grace period recommendation, reviewing the project status / supervision consultant’s report
and recommendation and approve the withdraw approval form, approving the project withdrawal at
cluster and HQ, final approval on the project withdrawal at HQ, issuing withdraw letter to design
consultant / contractor, updating the project status in ENJAZ system and secure the site, performing
inventory on actual executed and remaining works, requesting for assigning another design consultant /
contractor to complete the contract scope.
• The tenth process (Contract Closure): Describes the process of auditing the contract closeout, issuing the
contract closure notification.
• The Project Procurement Management attachments include but are not limited to:
o Templates for:
▪ Project Procurement Strategy, Tender Status Report Template, Warning Letters, Urge Letter,
Withdraw Letter, Resumption Letter, Suspension Letter, Withdraw or Grace
Recommendation Report, Total & Partial Suspension Request Report.
o Checklists for:
▪ Contract Closeout Checklist.
o Forms for:
▪ PR Approval Form, Resumption Request Approval Form, RFP Approval Package, Contractor
Technical Bid Evaluation Form, Withdraw Approval Form, Consultant Technical Bid
Evaluation Form.
o Guidelines for:
▪ Tender Status Report Guidelines, Project Procurement Strategy Guidelines, Procurement
Management Plan Guidelines.
o Registers for:
▪ Performance Guarantee and Bonds Register, Insurance Register, Warranty Register.
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17. PROJECT HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT (Section 17 in PMM)

The Project Health, Safety and Environmental Management section describes the processes of developing
the HSE management plan section of the project management plan and preparing environmental impact
assessment, including performing HSE assurance and control, as follows:
• The first process (Plan Project HSE Management): Describes the process of developing and approving the
HSE management plan section of the project management plan, ensuring HSE requirements and technical
evaluation is included in the design tender documents, developing project HSE management plan section
in the project design management plan, ensuring HSE requirements and technical evaluation are included
in the construction tender documents, developing the construction HSE management plan section.
• The second process (Environmental Impact Assessment): Describes the process of preparing
environmental impact assessment, obtaining NCEC approval on environmental impact assessment.
• The third process (Perform Health, Safety & Environmental Assurance): Describes the process of carrying
out and submitting the scheduled HSE-related design study, approving the HSE-related design study
documentation, carrying out an HSE risk assessment for PTW, approving the submitted HSE risk
assessment, drafting and submitting a permit to work for an area/section of the project, approving the
submitted PTW request, carrying out HSE inspections and audits recommend penalties, perform a
monthly evaluation for contractor HSE performance, requesting and agreeing on the closure of the PTW,
capturing lessons learned on this project regarding HSE management.
• The fourth process (Perform Health, Safety & Environmental Control): Describes the process of
reviewing the HSE aspects in submitted design review packages, addressing HSE-related issues in technical
reviews and regular design progress meetings, carrying out root cause analysis for design-related HSE
observations, defining design-related corrective and preventive actions, supervising the implementation
of documented HSE mitigation actions, monitoring the effectiveness of the documented HSE mitigation
actions, carrying out root cause analysis for construction-related HSE observations, addressing HSE-
related issues in regular site meetings, investigating reported incidents and accidents, defining
construction HSE-related corrective and preventive actions.
• The Project Health, Safety And Environmental Management attachments include but are not limited to:
▪ Accident Incident Report, Monthly HSE Report, HSSE Project’s Plan Template, HSE Accident
Investigation Report, Permit to Work Form, HSE Observation Record, Confined Space Entry
Permit, Manual Handling Risk Assessment
o Checklists for:
▪ HSE Assessment Checklist for Method Statement, HSE Inspection Checklists
o Guidelines for:
▪ Project Pollution Control, Project Waste Management, Project Respiratory Protective
Equipment, Project Labor Accommodation Sanitation & Hygiene, Project Control of
Hazardous Materials, Project Heat Stress Management, Project General Safe Working
Requirements, Project Housekeeping Requirements, Project Elevated Work Platform.
o Registers for:
▪ Project HSE Register, Accident Incident Register
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18. PROJECT FINANCIAL MANAGEMENT (Section 18 in PMM)

The objective of this process is to develop the Financial Management Plan Section of the Project
Management Plan and ensure that all financial activities are timely and properly performed as follows:
• The first process (Plan Project Financial Management): Describes the process of developing and
approving the financial management plan section of the project management plan, ensuring financial
requirements and technical evaluation are included in the design tender documents, developing project
financial management plan section in the project design management plan, ensuring financial
requirements and technical evaluation are included in the construction tender documents, developing
the construction financial management plan section.
• The second process (Develop Project Cash Flow): Describes the process of preparing for project cash flow
development, developing project cash flow.
• The third process (Perform Financial Control): Describes the process of monitoring payment of invoices,
reviewing of finance system report, updating project cash flow, creating cash flow forecast, reporting
finance aspects.
19. PROJECT CLAIM MANAGEMENT (Section 19 in PMM)

The project Claim Management section describes the processes of developing the Claim Management Plan
Section of the Project Management Plan and Identifying Potential Claims, Assessing and taking actions to
avoid claims, as follows:
• The first process (Plan Project Claim Management): Describes the process of developing and approving
the claim management plan section of the project management plan, ensuring claim requirements and
technical evaluation are included in the design tender documents, developing project claim management
plan section in the project design management plan, ensuring claim requirements and technical
evaluation are included in the construction tender documents, developing the construction claim
management plan section.
• The second process (Identify Potential Claims by Reviewing Contract Documents): Describes the process
of identifying potential claims by reviewing contract documentation.
• The third process (Avoid Claims): Describes the process of raising the awareness about the typical claim
causes, identifying and taking actions to avoid or manage potential claims, reviewing constructability,
timely responding to approval requests, timely responding to requests for information.
• The fourth process (Assess and Quantify Claim): Describes the process of receiving the claim, identifying
claim entitlement, quantifying claim and issuing a claim report, claim documentation.
• The Project Claim Management attachments include:

o Constructability Checklist
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PROJECT MANAGER HANDBOOK

PROJECT MANAGER HANDBOOK

1. FIVE-YEAR PROJECTS PORTFOLIO PLANNING

Five Year - Projects Portfolio Planning Processes, Procedures and Forms

1.11. Update FYPPP and Prepare Annual Capital Works Plan

2. INITIAL PLANNING STAGE

Initial Planning Processes, Procedures and Forms:

2.3. Identify Project Team

2.4.3. Plan Quality Management

2.4.6. Plan Schedule Management

2.4.9. Plan Communication Management

2.4.12. Plan Project Claim Management

2.7. Identify Risks at Project Level

2.8. Qualitative and Quantitative Analysis at Project Level

3. TENDER FOR DESIGN STAGE

Tender for Design Processes, Procedures and Forms:

3.6. Update and monitor procurement schedule and progress

Design Processes, Procedures and Forms:

4.5. Qualitative and Quantitative Analysis at Project Level

4.13. Develop Class 2 Cost Estimate within 90% Design Package

4.14. Develop and approve the 100% Design Package

4.19. Review, Approve Design Consultant Invoice

5. TENDER FOR CONSTRUCTION STAGE

Tender for Construction Processes, Procedures and Forms:

5.6. Update and monitor procurement schedule and progress

Construction Processes, Procedures and Forms:

6.7. Qualitative and Quantitative Analysis at Project Level

6.11. Construction Performance Directing, monitoring, controlling, and reporting.

Process/ Procedure Page

Process/ Procedure Page

6.18. Project withdrawal (Special Case)

7. TESTING & COMMISSIONING STAGE

7.2. Qualitative and Quantitative Analysis at Project Level

8. HANDING OVER AND CLOSEOUT STAGE

8.4. Implement and monitor Risk Responses at Project Level

8.9. Perform final acceptance

1. INTRODUCTION (Section 1 in PMM)

2. GLOSSARY (Section 2 in PMM)

3. PROJECT LIFECYCLE AND STAGE GATE PROCESS (Section 3 in PMM)

• The Project Lifecycle and Stage-Gate Process section attachments include:

4. FIVE - YEAR PROJECTS PORTFOLIO PLANNING (Section 4 in PMM)

5. PROJECT TEAM MANAGEMENT (Section 5 in PMM)

6. PROJECT GOVERNANCE MANAGEMENT (Section 6 in PMM)

7. PROJECT INTEGRATION MANAGEMENT (Section 7 in PMM)

8. PROJECT SCOPE MANAGEMENT (Section 8 in PMM)

9. PROJECT VALUE ENGINEERING MANAGEMENT (Section 9 in PMM)

10. PROJECT SCHEDULE MANAGEMENT (Section 10 in PMM)

• The Project Schedule Management Section attachments include:

11. PROJECT COST MANAGEMENT (Section 11 in PMM)

12. PROJECT QUALITY MANAGEMENT (Section 12 in PMM)

13. PROJECT HUMAN RESOURCE MANAGEMENT (Section 13 in PMM)

• The Project Human Resource Management attachments include the following:

14. PROJECT COMMUNICATION MANAGEMENT (Section 14 in PMM)

15. PROJECT RISK MANAGEMENT (Section 15 in PMM)

16. PROJECT PROCUREMENT MANAGEMENT (Section 16 in PMM)

17. PROJECT HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT (Section 17 in PMM)

18. PROJECT FINANCIAL MANAGEMENT (Section 18 in PMM)

19. PROJECT CLAIM MANAGEMENT (Section 19 in PMM)

• The Project Claim Management attachments include:

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